Employe 
Representation 


“7-  ~P 

I r/Os^l  ~ — (v-a  , - 
Vf^asport.  ~ ' . . ' A 


The  Pennsylvania  Railroad  Plan 


What  It  Is 
What  It  Is  Not 
How  It  Works 


Employe 

Representation 


The  Pennsylvania  Railroad  Plan 

The  Joint  Work  of  Its 
Officers  and  Employes 


Published  by 

The  Pennsylvania  Railroad  Company 
Broad  Street  Station 
Philadelphia 


CONTENTS 


1.  Cooperation  Instead  of  Conflict  Between 

Management  and  Men. 

2.  Employe  Representation  on  the  Pennsyl- 

vania Railroad. 

3.  How  the  Pennsylvania  Plan  Actually 

Works. 

4.  Court  Decisions  Affecting  the  Pennsyl- 

vania Plan. 


Appendix. 


Digitized  by  the  Internet  Archive 
in  2015 


https://archive.org/details/employerepresentOOpenn 


FOREWORD 


The  purpose  of  this  pamphlet  is  to 
present  briefly  the  facts  about  the  rela- 
tions between  the  employes  and  the  man- 
agement of  the  Pennsylvania  Railroad 
System.  It  is  published  for  the  informa- 
tion of  officers  and  employes  and  others 
who  may  be  interested. 

This  cooperative  plan  of  settling  peace- 
fully and  by  joint  action  all  matters  that 
mutually  concern  employes  and  manage- 
ment has  occasioned,  during  the  last  four 
years,  a great  deal  of  comment.  Much  of 
it  has  been  favorable.  Some  of  it  has  been 
controversial  and  obviously  due  to  mis- 
understanding. Some  of  it,  just  as  obvi- 
ously, has  been  prompted  by  a desire  to 
misrepresent  the  real  situation. 

As  a successful  method  of  establishing 
and  maintaining  cooperation  between 
management  and  men  the  Pennsylvania 
Railroad  plan  is  an  accomplished  fact.  It 
is  no  longer  an  experiment.  Details  of  its 
origin  and  purposes,  its  fundamental 
principles  and  actual  operation  will  be 
found  in  the  following  pages. 


Under  the  Pennsylvania  plan  wages 
and  working  conditions  have  been  peace- 
fully negotiated  with  employe  represent- 
atives in  all  branches  of  the  service  and 
machinery  has  been  set  up  for  the  joint 
handling  of  all  questions  affecting  the 
employes  in  their  relations  with  the  man- 
agement. 

It  is  not  necessary  for  Pennsylvania 
Railroad  employes  to  resort  to  a strike  in 
order  to  get  a square  deal.  The  highest 
authority  on  the  railroad,  in  deciding  con- 
troversial matters,  is  a joint  committee  in 
each  branch  of  the  service  equally  repre- 
sentative of  officers  and  employes,  all 
members  having  equal  voting  power  and 
two-thirds  vote  being  required  for  a 
decision. 

9 • • 

In  publishing  this  booklet  the  manage- 
ment desires  to  express  its  appreciation  to 
the  officers  and  employes  who,  with  loy- 
alty and  sincerity,  have  cooperated  in 
making  this  plan  a working  success.  The 
service  of  this  company  to  the  public  ^s 
the  first  concern  of  its  officers  and 
employes  and  the  management  regards 


this  cooperative  plan  of  employe  repre- 
sentation  as  a means  of  enabling  the  com- 
pany to  perform  an  increasing  measure  of 
public  service. 


I 


COOPERATION  INSTEAD  OF 
CONFLICT  BETWEEN 
MANAGEMENT 
AND  MEN 

This  year — 1925 — will  be  the  fifth  year  in 
which  the  officers  and  employes  of  the  Penn- 
sylvania Railroad  System  have  practiced  the 
plan  of  sitting  down  around  a table  as  friends 
and  partners  to  discuss  and  decide  jointly  the 
things  that  most  vitally  concern  their  mutual 
interests. 

For  lack  of  a better  name,  perhaps,  this  plan 
is  known  as  Employe  Representation.  The 
name,  however,  is  far  less  important  and  signif- 
icant than  the  purpose  for  which  it  was  under- 
taken, the  spirit  in  which  it  has  operated  and 
the  success  which  has  attended  it  in  a period  of 
four  years  that  has  put  it  to  tests  of  undoubted 
severity. 

During  the  same  period  and  for  some  years 
earlier  the  subject  of  industrial  relations  has 
been  widely  considered.  Progressive  leaders 
of  both  capital  and  labor,  the  government, 
the  press  and  other  agencies,  recognizing  that 
industrial  peace  is  an  important  factor  in 
making  for  national  progress  and  the  public 
welfare,  have  become  more  actively  interested 
in  methods  to  bring  it  about. 

1 9 ] 


EMPLOYE  REPRESENTATION  ON 


Effort  to  Substitute 
Cooperation  for  Conflict 

Inevitably  the  efforts  to  find  a workable 
substitute  for  the  outworn  and  wholly  unsat- 
isfactory system  of  resorting  to  force  to  settle 
industrial  disputes  has  provoked  a great  deal 
of  misunderstanding  and  misrepresentation  as 
well  as  some  unsound  theories.  Whole  vol- 
umes have  been  published  devoted  entirely  to 
the  terminology  of  labor  relations.  Unfortu- 
nately, too,  the  real  issue  is  frequently  camou- 
flaged by  a phrase  or  term,  supposedly  expres- 
sive of  inalienable  rights  which  somehow  are 
conceived  to  be  in  jeopardy. 

One  of  the  two  conferences  on  industrial 
relations  assembled  by  President  Wilson  split 
hopelessly  on  the  definition  of  one  of  these 
terms — “collective  bargaining” — although  the 
fact  is  that  few  enlightened  employers  of  labor 
fail  to  recognize  collective  bargaining  not  only 
as  the  right  of  their  employes  but  also  as  a 
benefit  to  the  industry,  its  stockholders  and 
the  public  which  it  serves.  The  difficulty 
arises  in  interpreting  what  the  term  means. 

Confusion  of  Thought 
on  Industrial  Relations 

So  much  of  the  history  of  industrial  rela- 
tions is  concerned  with  warfare  that  it  has 
produced  several  distinct  schools  of  thought 

1 10  ] 


THE  PENNSYLVANIA  RAILROAD 


whose  very  attitude  toward  the  subject  places 
an  obstacle  in  the  way  of  reaching  the  solution 
that  they  seek.  There  are  some  who  seem  to 
think  that  the  natural  relationship  between 
men  and  management  is  one  of  inevitable  strife 
and  that  the  solution  lies  in  the  formulation 
of  rules  for  carrying  on  this  perpetual  war- 
fare. It  is  difficult,  apparently,  for  them  to 
realize  that  the  way  to  make  peace  is  to  make 
peace.  It  is  difficult  for  them  to  conceive  that 
management  and  men  can  get  down  to  a basis 
of  real  sincerity  and  mutual  good  faith. 


P.  R.  R.  Plan  Based  on 
Real  Collective  Bargaining 

1'here  is  still  another  school  which  is  not 
confined  by  any  means  to  what  might  be  called 
the  hierarchy  of  organized  labor.  It  has  its 
disciples  in  the  church,  in  the  press  and  in 
other  agencies  that  concern  themselves  with 
social  and  industrial  reform.  Its  funda- 
mental tenet  seems  to  be  that  there  is  no 
middle  ground  between  an  autocracy  of  man- 
agement on  the  one  hand  and  an  autocracy 
of  national  labor  unions  on  the  other.  It  is 
difficult  for  them  to  see  any  sincerity  in  the 
purpose  of  management  not  to  struggle  against 
or  triumph  over  its  employes  but  to  secure 
their  loyalty  and  cooperation  through  a policy 
of  square  dealing  and  mutual  confidence. 


[ 11  1 


EMPLOYE  REPRESENTATION  ON 


Much  of  this  confusion  of  thought  sur- 
rounds the  development  of  employe  represen- 
tation. It  has  been  falsely  branded  as  a 
weapon  with  which  to  destroy  existing  union 
labor  organization.  It  has  been  erroneously 
called  industrial  democracy.  On  the  Penn- 
sylvania Railroad  it  is  neither.  It  may  be 
well  to  point  out  now,  what  will  be  explained 
in  more  detail  later,  that  on  the  Pennsylvania, 
employe  representation  not  only  recognizes 
the  right  of  collective  bargaining,  but  is  pri- 
marily based  on  that  very  principle. 


Trend  of  Times  Is  To 
Employe  Representation 

In  presenting,  therefore,  a description  of  the 
Pennsylvania  Plan,  with  which  this  booklet 
concerns  itself,  it  may  be  enlightening  to 
sketch  briefly  some  of  the  main  background  of 
public  discussion  of  the  subject  of  employe 
relations  bearing  significantly  upon  what  the 
officers  and  employes  on  this  railroad  have 
actually  accomplished. 

Apparently  the  only  interpretation  of  the 
term  “collective  bargaining”  which  is  accept- 
able to  organized  labor  as  represented  by  the 
American  Federation  of  Labor  type  of  union, 
is  that  collective  bargaining  is  only  genuine 
when  one  party  to  the  collective  bargain  is  a 
national  labor  union. 


t 12  ] 


THE  PENNSYLVANIA  RAILROAD 


On  the  other  hand,  common  sense  would 
seem  to  show  that  real  collective  bargaining 
actually  exists — regardless  of  unions — when 
the  employes  in  a given  industry  are  recog- 
nized and  dealt  with  collectively  through 
democratically  nominated  and  elected  repre- 
sentatives chosen  by  secret  ballot  and  author- 
ized to  speak  and  act  for  those  who  elected 
them. 

Such  an  application  of  the  principle  of 
collective  bargaining  gives  every  employe, 
whether  he  is  a member  of  a labor  union  or 
not,  equal  opportunity  to  participate  in  what- 
ever collective  bargain  is  made  and  to  have 
a voice  in  making  it.  The  other  confines  that 
privilege  to  the  members  in  good  standing  of 
an  organization  which  may  or  may  not,  and 
probably  does  not,  include  all  the  employes 
of  a given  group. 

It  is  in  the  broader  sense  of  the  term 
collective  bargaining  that  the  principle 
is  applied  on  the  Pennsylvania  Railroad. 

When  Is  a Shop 
“Open”  or  “Closed”? 

Somewhat  the  same  reasoning  surrounds  the 
use  of  the  term  “closed  shop”  and  “open  shop” 
which  constantly  arise  and  often  becloud  real 
honest  efforts  to  promote  industrial  harmony. 
Following  out  logically  the  mistaken  theory  of 
collective  bargaining  just  referred  to,  the  aim 

1 13  ] 


EMPLOYE  REPRESENTATION  ON 


is,  of  course,  to  make  all  the  employes  in  an 
industry  “members  in  good  standing.”  In 
some  industries  collective  bargaining  means 
just  that,  either  actually — as  in  the  case  where 
only  union  men  are  employed — or  effectually 
— as  in  the  case  of  the  check-off  in  the  mining 
industry.  Such  a condition  is  known  as  the 
closed  shop.  Only  union  men  need  apply, 
A man’s  right  to  work  hinges  on  his  union 
membership. 

By  contrast,  what  is  anathema  to  certain 
unions  is  what  is  known  as  the  open  shop, 
one  in  which  a man’s  membership  or  non- 
membership in  a labor  union  is  of  no  concern 
to  the  employer,  where  union  and  non-union 
men  work  side  by  side  on  equal  terms  and 
with  equal  rights  and  privileges.  In  this 
sense  the  Pennsylvania  Railroad’s  plan  is  an 
open  shop.  It  is  not  open  shop,  however, 
in  the  sense  in  which  the  principle  is  some- 
times abused — namely,  a shop  which  is  open 
only  to  non-union  men.  As  far  as  man’s 
inherent  right  to  labor  is  concerned,  such  a 
shop  is,  of  course,  in  the  same  category  as  the 
shop  which  is  closed  to  the  non-union  man. 

* -*  * 

Since  the  war,  leaders  of  thought  in  the 
various  churches  have  given  no  less  consider- 
ation to  the  subject  of  industrial  peace  and 
the  principles  underlying  its  attainment  than 
leaders  of  labor  and  industry.  Perhaps  the 

[ 14  ] 


THE  PENNSYLVANIA  RAILROAD 


best  compilation  of  the  views  of  leading 
churchmen  in  this  country  is  contained  in 
“The  Annals  of  the  American  Academy  of 
Political  and  Social  Science”  for  September, 
1922,  under  the  general  title,  “Industrial 
Relations  and  the  Churches.” 

Views  of  Churchmen  on 
Industrial  Cooperation 

This  volume  gives  an  exhaustive  presenta- 
tion of  views  on  this  subject  and  embodies 
the  official  teachings  of  the  Catholic  and  Prot- 
estant Churches  and  of  Judaism.  Its  prepa- 
ration was  in  the  special  charge  of  the  Rev. 
Dr.  John  A.  Ryan,  Director  of  the  Depart- 
ment of  Social  Action,  National  Catholic 
Welfare  Council,  and  the  Rev.  Ernest  John- 
son, Research  Secretary,  Federal  Council  of 
Churches  of  Christ  in  America. 

In  their  “Summary  and  Afterword,” 
among  other  views,  these  two  editors  say: 

“The  first  step  in  this  approach  to  a more 
democratic  industrial  order  is  found  in  the 
simple  machinery  of  employe  representation 
where  a joint  committee  of  management  and 
men  meets  for  a discussion  of  matters  of  mu- 
tual concern ” 

Speaking  for  the  Protestant  Churches,  Dr. 
Johnson  says  in  part  that  the  church  “calls 
upon  Christian  employers  to  give  new  recog- 
nition to  the  spiritual  worth  of  their  employes 


[ IS  1 


EMPLOYE  REPRESENTATION  ON 


and  particularly  to  the  principle  of  collective 
bargaining  and  the  sharing  of  the  management 
of  industry  . . . 

Viewed  in  the  light  of  the  fundamental 
principles  embodied  in  the  Pennsylvania  plan, 
the  following  excerpt  from  the  Pastoral  Let- 
ter of  the  American  Catholic  Hierarchy  may 
also  be  of  interest.  Under  the  heading 
“Benefits  of  Association,”  this  letter  says: 

“While  the  labor  union  or  trade  union  has 
been,  and  still  is,  necessary  in  the  struggle  of 
the  workers  for  fair  wages  and  fair  condi- 
tions of  employment,  we  have  to  recognize 
that  its  history,  methods  and  objects  have 
made  it  essentially  a militant  organization. 


Benefits  Derived  from 
Closer  Cooperation 

“The  time  seems  now  to  have  arrived  when 
it  should  be,  not  supplanted,  but  supplemented 
by  associations  or  conferences,  composed  joint- 
ly of  employers  and  employes,  which  will  place 
emphasis  upon  the  common  interests  rather 
than  the  divergent  aims  of  the  two  parties, 
upon  cooperation  rather  than  conflict. 

“Through  such  arrangements,  all  classes 
would  be  greatly  benefited.  The  worker 
would  participate  in  those  matters  of  indus- 
trial management  which  directly  concern  him 
and  about  which  he  possesses  helpful  knowl- 
edge; he  would  acquire  an  increased  sense  of 
personal  dignity  and  personal  responsibility, 
take  greater  interest  and  pride  in  his  work, 
and  become  more  efficient  and  more  contented. 

[ 16  ] 


THE  PENNSYLVANIA  RAILROAD 


“The  employer  would  have  the  benefit  of 
willing  cooperation  from,  and  harmonious  re- 
lations with,  his  employes.  The  consumer,  in 
common  with  employer  and  employe,  would 
share  in  the  advantages  of  larger  and  stead- 
ier production.  In  a word,  industry  would  be 
carried  on  as  a cooperative  enterprise  for  the 
common  good,  and  not  as  a contest  between 
two  parties  for  a restricted  product.” 

Of  the  same  tenor  is  a statement  by  a min- 
ister whose  views  are  known  to  be  favorable 
to  the  cause  of  organized  labor.  In  his  book 
entitled  “Fair  Play  for  the  Workers,”  the 
Rev.  Percy  Stickney  Grant,  of  New  York, 
says : 


“But  trade-unionism  cannot  solve  the  Labor 
Question;  for  if  it  were  to  go  to  the  limit  of 
complete  organization  we  should  have  this 
picture:  On  one  hand,  organized  capital;  on 

the  other  hand,  organized  labor — the  two  re- 
lated to  each  other  by  trade  agreements  or 
contracts.  Can  an  industrial  system  be  final 
in  a democracy  which  separates  citizens,  who 
are  supposed  to  be  equal  before  the  law  and 
at  the  polls,  into  two  opposing  industrial 
camps  ?” 

* * * 


More  recently  two  authoritative  reports 
on  the  subject  of  industrial  cooperation  have 
been  published.  One  of  these  is  the  report 
of  a special  committee  of  the  National  Eco- 
nomic League  on  “Readjustment  in  Industrial 
Relations.”  This  report  was  the  result  of  a 

[ 17  ] 


EMPLOYE  REPRESENTATION  ON 


vote  taken  among  500  members  of  the  League 
on  the  following  question  : 

“Should  there  be  active  participation  by 
employes  or  representatives  of  employes  in 
all  problems  of  management  affecting  the 
worker  ?” 

1,000  Concerns  Have  Employe 
Representation 

The  report  says  in  part: 

“Your  committee  finds  that  the  movement 
for  representation  of  employes  in  the  discus- 
sion and  adjustment  of  working  conditions  in 
business  and  industrial  establishments  through- 
out the  United  States  has  spread  rapidly  and 
that  there  are  today  about  1,000  concerns 
which  have  such  plans  in  operation.  These 
plans  are  distinct  and  apart  from  trade  union 
agreements. 

“We  find  that  experiments  with  employe 
representation,  particularly  since  the  war, 
have  convinced  managements,  in  the  majority 
of  cases  where  such  plans  have  been  tried, 
that  it  is  highly  desirable  and  valuable  to 
give  employes  the  opportunity  to  be  heard 
when  conditions  affecting  their  immediate  in- 
terests are  under  consideration.  . . . 

“The  best  results  were  secured  where  the 
plans  were  voluntarily  adopted  by  joint  effort 
of  managements  and  employes.” 

The  Committee  found  that  “industrial 
democracy”  is  an  unsatisfactory  term  to  apply 
to  this  development,  as  misleading,  vague  and 
not  adequately  expressive  of  conditions  of 


1 18  ] 


THE  PENNSYLVANIA  RAILROAD 


improved  relationship  between  employer  and 
employe.  In  this  connection  the  Committee 
says : 

“In  the  opinion  of  the  Committee  it  is  un- 
wise to  label  current  plans  for  improving  re- 
lations with  employes  as  ‘democratic.’  It  would 
be  much  more  desirable  to  speak  of  them  as 
‘cooperative  plans,’  or  ‘mutual  plans.’  Where 
employes  are  given  an  opportunity  to  be  heard 
through  representative  committees  on  ques- 
tions personally  affecting  them,  it  would  be  de- 
sirable to  use  the  term  ‘employe  representa- 
tion.’ The  real  thing  sought,  however,  is  co- 
operation in  management.” 

The  second  recent  pronouncement  is  the 
report  of  the  Committee  on  Employe  Coopera- 
ation  of  the  American  Management  Associa- 
tion, adopted  at  a convention  of  the  Associa- 
tion in  New  York.  This  report  also  refers 
to  the  wide  variety  of  literature  on  the  gen- 
eral subject  and  the  discussion  of  its  terminol- 
ogy and  progress. 

Principles  Enunciated 
by  Management  Association 

By  whatever  name  a plan  of  obtaining  har- 
mony may  be  called,  this  Committee  recom- 
mended that  it  should  be  built  upon  the  follow- 
ing principles: 

1.  Employes  should  have  opportunity  to 
nominate  and  elect  by  secret  ballot  represent- 
atives from  their  own  number. 


[ 19  ] 


EMPLOYE  REPRESENTATION  ON 


2.  The  election  of  representatives  should 
be  so  safe-guarded  as  to  insure  a free  and 
uninfluenced  choice. 

3.  These  elected  representatives  should  have 
regular  meetings  with  representatives  of  the 
management. 

4.  Adequate  methods  should  be  provided 
for  prompt  settlement  of  any  matters  that  fail 
of  adjustment  in  local  joint  conferences. 

5.  The  attitude  of  all  those  in  managerial 
positions  should  be  such  as  to  permit  fair, 
frank,  open-minded  consideration  of  any  mat- 
ter coming  within  the  scope  of  the  plan. 

6.  No  discrimination  against  any  employe 
on  account  of  race,  sex,  political  or  religious 
affiliation  or  membership  or  non-membership 
in  any  association,  society  or  labor  organiza- 
tion. 

7.  The  employe  representatives  should  be 
free  to  discharge  their  duties  in  an  independ- 
ent manner. 

8.  Executives  should  not  be  relieved  of  their 
executive  responsibility  for  carrying  out  deci- 
sions  of  the  Joint  Conferences  as  well  as  all 
other  policies,  principles  and  practices  of  the 
company. 


1 20  ] 


THE  PENNSYLVANIA  RAILROAD 


From  this  necessarily  brief  and  incomplete 
symposium  of  the  views  of  individuals  and 
groups  who  have  in  recent  years  devoted  a 
great  deal  of  thought  to  this  subject  of  meth- 
ods whereby  industrial  peace  may  be  assured, 
several  considerations  are  of  outstanding 
interest : 

Increasing  Realization  that 
Interests  Are  Mutual 

Far  more  important  than  the  mean- 
ing of  terms  or  the  discussion  of  respec- 
tive rights  is  the  spirit  in  which  both 
employers  and  employes  approach  the 
recognized  necessity  for  establishing 
means  of  living  and  working  together  in 
a peaceful,  harmonious  relationship. 

Instead  of  militant  “sides”  and  con- 
flicting “parties,”  it  is  essential  that  man- 
agement and  men,  realizing  that  their 
industrial  interests  are  mutual,  should 
enter  upon  the  discussion  and  settlement 
of  them  in  a co-operative  rather  than  a 
combative  spirit. 

As  a means  of  putting  such  a spirit 
into  practice  more  than  labor  union 
organization  on  a national  scale  is 
necessary,  and  employe  representation  in 
industry  has  come  to  be  recognized  as 
a successful  method. 


[ 21  ] 


EMPLOYE  REPRESENTATION  ON 


II 

EMPLOYE  REPRESENTATION 
ON  THE  PENNSYLVANIA 
RAILROAD 

Employe  representation  on  the  Pennsyl- 
vania Railroad  is  an  accomplished  fact.  It  is 
no  longer  an  experiment.  During  the  four 
years  in  which  it  has  been  in  successful  opera- 
tion, this  plan  of  joint  action  between  man- 
agement and  men  in  all  matters  that  mutually 
concern  them,  has  become  established  as  a 
going  concern.  It  is  now  as  vital  and  integral 
a part  of  this  railroad  as  any  section  of  the 
main  line. 

Essential  Features 
of  Pennsylvania  Plan 

In  its  essentials,  the  Pennsylvania  policy 
and  practice  can  be  reduced  to  very  simple 
terms : 

The  management  deals  collectively  with  the 
men  through  employe  representatives. 

These  representatives  must  be  bona  fide 
employes.  They  are  nominated  by  the 
employes  themselves.  They  are  elected  by 
secret  ballot  by  the  votes  of  the  employes. 


[ 22  ] 


THE  PENNSYLVANIA  RAILROAD 


Every  employe,  regardless  of  his  member- 
ship or  non-membership  in  any  organization, 
is  entitled  to  vote.  Every  employe,  regardless 
of  his  membership  or  non-membership  in  any 
organization,  is  eligible  to  election. 

Any  employe  can  belong  to  any  union  he 
desires.  No  employe  is  disqualified  to  vote, 
to  be  nominated,  or  to  be  elected  because 
he  happens  to  be  a member  or  officer  of  any 
organization. 

The  management  simply  insists  upon  deal- 
ing with  the  employes  themselves  through 
employe  representatives  and  not  with  repre- 
sentatives of  absentee  organizations  to  which 
they  may  belong. 

Every  important  question  affecting  the 
employes’  wages  and  working  conditions  is 
settled  by  joint  action  of  management  and 
men. 

The  highest  authority  on  the  railroad  in  the 
settlement  of  any  question,  whether  it  is 
between  an  individual  employe  and  his  imme- 
diate supervisory  official  or  between  any 
group  of  employes  and  the  management  as  a 
whole,  is  a joint  reviewing  committee  in  each 
of  the  various  departments  of  the  service, 
equally  representative  of  management  and 
men.  In  these  committees  all  members  are  on 


1 23  ] 


A Pennsylvania  Railroad  Reviewing  Committee  in  session. 


THE  PENNSYLVANIA  RAILROAD 


equal  terms  and  a two-thirds  vote  is  necessary 
to  decide  any  question. 

In  order  that  the  questions  which  inevitably 
arise  in  such  a large  organization  may  be  set- 
tled promptly  and  justly,  regular  monthly 
meetings  are  held  between  committees  of 
employe  representatives  and  representatives 
of  the  management,  from  the  local  supervisory 
official  on  up  through  division  superintendents, 
general  superintendents,  general  managers  and 
the  reviewing  committees. 

The  whole  plan  thus  enables  any 
individual  employe  to  get  a fair 
hearing  by  responsible  officers,  a 
prompt  decision  and  if  necessary  a 
review  and  decision  by  a joint  board 
of  officers  and  duly  elected  repre- 
sentatives of  the  employes  which  has 
final  authority  to  dispose  of  the  case, 
without  interference  or  veto  by  any 
executive  officer  of  the  company. 

Mutual  Trust, 

Joint  Facts  and  Fair  Play 

In  other  words,  the  principle  adopted  by 
the  Pennsylvania  Railroad  in  dealing  with  its 
employes  is  just  the  time-honored  method  of 
discussing  around  a table,  as  friends  and 
partners  in  a common  enterprise,  the  facts  of 


[ 25  ] 


EMPLOYE  REPRESENTATION  ON 


a situation  for  the  purpose  of  reaching  a 
common  understanding. 

It  is  based  on  three  things:  Faith  in 

each  other,  facts  jointly  established,  and 
fair  play. 

It  substitutes  these  for  industrial  strife  in 
the  belief  that  mutual  confidence,  sympathetic 
understanding  and  real  cooperation  between 
management  and  men  will  not  only  directly 
benefit  all  who  are  connected  with  the  railroad 
but  also  will  effect  a higher  standard  and  a 
larger  measure  of  service  to  the  public. 

The  fundamentals  of  the  plan  in  actual 
practice  are  these : 

1.  An  opportunity  for  all  employes  to  have  a 
voice  in  the  management  in  matters  in 
which  they  are  directly  concerned  through 
employe  representatives  elected  by  them- 
selves regardless  of  whether  they  are  union 
or  non-union  members. 

2.  Establishment  of  a mutually  satisfactory 
method  of  promptly  settling  all  controver- 
sial questions  arising  between  management 
and  men. 

3.  Establishment  of  a joint  tribunal  for  each 
class  of  employes  equally  representative  of 
employes  and  management,  which  is  the 
final  arbiter  in  the  disposition  of  industrial 
disputes. 

The  object  is  to  develop  on  this  rail- 
road such  a spirit  of  cooperation  be- 
tween the  officers  and  the  employes  as 

[ 26  ] 


THE  PENNSYLVANIA  RAILROAD 


will  result  in  good  service  to  the  public 
and  at  the  same  time  give  the  employes 
all  they  can  reasonably  and  fairly  expect 
in  wages,  working  conditions  and  in 
other  surroundings  that  would  satisfy  a 
man’s  ambition  for  himself  and  his 
family. 

Both  management  and  men  have  come  to 
realize  that  the  way  to  make  peace  is  to  make 
peace- — not  rules  for  a fight — and  that  there 
can  be  no  misunderstanding  between  friends 
and  partners. 

Responsibilities  of  Both 
Men  and  Management 

When  this  plan  for  joint  handling  of  the 
relations  between  management  and  men  was 
first  discussed  at  a meeting  with  representa- 
tives of  the  engineers,  firemen  and  hostlers, 
conductors,  baggagemasters,  brakemen  and 
switchtenders  on  December  21,  1920,  the 
mutual  responsibilities  of  officers  and  employes 
were  outlined  as  follows : 

“The  duty  of  the  management  is  threefold: 

“It  has  a direct  duty  to  see  that  the  cap- 
ital already  invested  shall  be  given  a fair 
return.  Surely  that  duty  is  owed  to  those  who 
have  intrusted  their  money  to  our  care.  Fur- 
ther, if  a fair  return  is  not  paid,  new  capital 
for  improvements,  extensions  and  betterments 
cannot  be  obtained. 


[ 27  ] 


EMPLOYE  REPRESENTATION  ON 


“The  management  also  has  a duty  to  the 
public.  If  the  railroad  is  granted  reason- 
able and  fair  rates,  the  public  in  return  is 
entitled  to  efficient  and  satisfactory  service. 
“Last  but  not  least,  is  the  duty  of  the  man- 
agement to  the  employes — that  is,  good  wages, 
good  working  conditions  and  discipline  impar- 
tially and  fairly  maintained. 

“Kindness,  courtesy  and  consideration  are  not 
incompatible  with  good  discipline. 

“The  employes,  equally  with  the  management, 
have  their  responsibilities. 

“Given  fair  wages  and  fair  working  condi- 
tions the  management  has  the  right  to  expect 
and  exact  from  employes  an  honest  day’s 
work,  prompt,  willing  and  cheerful  observ- 
ance of  orders,  economical  use  and  care  of 
the  property  intrusted  to  them. 

“The  management  has  the  right  to  ask  the 
same  kindness,  courtesy  and  consideration  to 
the  officers  and  to  the  public  on  the  part  of 
the  employes  which  the  employes  have  the 
right  to  expect  from  their  officers.” 

Referring  to  the  Pennsylvania  plan  a few 
years  ago  the  general  chairman  of  one  of  the 
train  service  brotherhoods  expressed  very 
clearly  the  underlying  purposes  of  it  when  he 
said : 

“Ignorance  is  the  great  cause  of  suspicion.  It 
is  not  the  known  that  is  terrible,  but  always 
the  unknown 

“Only  by  better  acquaintance  can  a recog- 
nition of  our  mutual  responsibilities  be  re- 
established. . . . 


[ 28  ] 


THE  PENNSYLVANIA  RAILROAD 


“One  of  the  great  defects  of  industry  to-day 
is  not  that  it  is  inhuman,  but  that  it  is  un- 
human. One  of  the  great  needs  is  to  human- 
ize industry;  to  deal  with  individuals  not  as 
cogs  in  a vast  machine,  but  as  human  beings 
whose  reserve,  initiative  and  individuality 
are  infinitely  more  valuable  than  the  routine 
of  a corps 

“The  other  great  basis  of  our  plan  is  that 
if  two  parties  make  an  agreement,  neither  has 
the  sole  right  of  deciding  what  it  means. 

“This  plan  is  a recognition  that  the  two 
parties  who  make  these  agreements  have  an 
equal  right  to  decide  what  they  intended  by 
them 

“Every  day  it  is  bringing  a clearer  recog- 
nition to  both  the  employes  and  the  supervis- 
ory employes  who  are  representing  the  man- 
agement of  their  mutual  or  cooperative  respon- 
sibility because  we  are  handling  questions  that 
vitally  involve  many  of  the  functions  of  the 
management 

“The  handling  of  the  employe  questions  in 
this  intimate  manner  brings  closely  to  the  rep- 
resentatives of  the  management  many  of  the 
desires  of  the  employes  in  a way  that  they 
could  not  get  in  any  other  manner.” 

Direct  Dealing 

With  P.  R.  R.  Employes 

In  order  to  make  such  a relationship  a real- 
ity instead  of  a theory  it  is  essential  that  the 
committees  representing  the  employes  get  their 
orders  from  the  bottom,  from  the  employes 
themselves,  from  the  men  at  work  on  this 
railroad,  and  do  not  have  them  handed  down 
from  the  top  or  from  outside  individuals  or 

[ 29  ] 


EMPLOYE  REPRESENTATION  ON 


interests  that  the  management  knows  nothing 
about.  Direct,  frank  and  friendly  relation- 
ships between  employes  and  management  can- 
not be  maintained  while  there  is  interference 
on  the  part  of  persons  or  organizations  having 
interests  to  serve  other  than  those  of  the  rail- 
road, its  employes  and  the  public. 

To  give  an  adequate  conception  of  the 
Pennsylvania  plan  it  is  necessary  to  trace 
briefly  its  origin  against  the  background  of 
what  transpired  prior  to  and  during  the  time 
the  railroads  were  operated  by  the  govern- 
ment. 

Prior  to  federal  control  one  of  the  distin- 
guishing features  of  the  Pennsylvania  Rail- 
road was  its  reputation  of  always  treating  its 
men  fairly.  It  had  an  enviable  esprit  de  corps. 
For  many  years  there  had  been  no  serious 
strike  or  disagreement  between  the  officers  and 
the  men.  Every  employe  had  the  right  of 
appeal  to  the  general  manager.  Substantial 
justice  was  done  to  all  and  employes  as  a 
body  Avere  satisfied  and  Avorked  in  close  co- 
operation Avith  their  officers. 

Employe  Relations 
Prior  to  Federal  Control 

Most  of  the  employes  of  the  Pennsylvania 
Railroad  Avere  not  affiliated  Avith  any  labor 
organizations.  While  many  of  the  engine  and 
train  service  employes  Avere  members  of  the 

[ 30  ] 


THE  PENNSYLVANIA  RAILROAD 


four  brotherhoods,  their  committees  had  been 
well  established  on  this  railroad  as  far  back 
as  1894. 

During  all  these  years  committees  selected 
by  the  engine  and  train  service  employes  were 
recognized  as  empowered  to  speak  and  act  for 
them  in  all  matters  pertaining  to  wages,  work- 
ing conditions  and  grievances.  These  com- 
mittees at  all  times  were  composed  of  actual 
employes.  The  management  had  satisfied 
itself  that  these  committees  actually  repre- 
sented the  Pennsylvania  Railroad  employes. 

It  was  also  well  known  that  the  four 
brotherhoods  were  not  affiliated  with  any  or- 
ganizations committed  to  the  closed  shop,  the 
sympathetic  strike  and  limitation  of  output. 
Furthermore,  at  the  end  of  federal  control  the 
same  committees  representing  engine  and  train 
service  employes  continued  practically  intact 
and  nothing  had  transpired  to  affect  the  rela- 
tionship already  established  between  them  and 
the  management. 

On  the  other  hand,  although  it  had  been 
understood  that  the  status  quo,  as  far  as  labor 
organizations  were  concerned  prior  to  federal 
control,  would  be  maintained  on  railroads  dur- 
ing federal  control,  the  fact  is  that  organiza- 
tion of  railroad  employes  of  all  departments 
into  national  and  international  unions  was 
promoted  under  the  Railroad  Administration 
and  railroad  officers  were  practically  ordered 
to  keep  their  hands  off. 

[ 31  ] 


EMPLOYE  REPRESENTATION  ON 


Federal  Control 
Estranged  Employes 

Under  the  Director  General’s  Order  No. 
8,  active  organization  of  railroad  employes 
into  trade  unions  was  undertaken.  No  doubt 
a great  many  railroad  employes  were  led  to 
believe  that  federal  control  would  be  perma- 
nent. Their  allegiance  was  transferred  from 
the  railroad  companies  by  which  they  had  been 
employed,  to  the  Railroad  Administration,  and 
to  national  unions  with  headquarters  in 
Washington. 

The  result  was  that  the  management  of  the 
Pennsylvania  Railroad  at  the  end  of  federal 
control  found  national  and  international 
unions  which  countenanced  and  practiced  the 
sympathetic  strike,  the  closed  shop  and  restric- 
tion of  output  superimposed  upon  Pennsyl- 
vania Railroad  employes  regardless  of  the 
employes’  desires.  Representatives  of  these 
organizations  assumed  to  speak  and  act  for 
the  Pennsylvania  men. 

There  was  abundant  evidence,  however, 
that  these  organizations  did  not  really  repre- 
sent the  sentiment  and  wishes  of  all  the  em- 
ployes on  this  railroad.  Furthermore,  the 
management  was  convinced  that  it  was  not  in 
the  interest  of  its  service  to  the  public  which 
requires  adequate,  efficient,  economical  and  un- 
interrupted transportation,  to  recognize  or  deal 

[ 32  ] 


THE  PENNSYLVANIA  RAILROAD 


with  organizations  which  adhere  to  the  three 
principles  referred  to  in  the  preceding  para- 
graph. 

Transportation  Act 
Required  Amicable  Relations 

Meanwhile  the  Transportation  Act  of  1920 
had  become  law.  It  required  employes  and 
management  to  get  together  and  to  adopt  every 
reasonable  means  of  settling  amicably  all  con- 
troversial matters  likely  to  interrupt  transpor- 
tation. The  management  believed  that  it  was 
impossible  to  carry  out  that  injunction  under 
existing  conditions  which  constantly  jeopar- 
dized amicable  relations  with  its  employes. 

The  Transportation  Act  also  established  the 
United  States  Railroad  Labor  Board  which 
found  on  its  doorstep  not  only  requests  on  the 
part  of  railroad  unions  for  increases  in  wages, 
but  also  the  so-called  “national  agreements.” 
The  public  had  become  convinced  that  these 
“agreements”  were  subversive  of  economical 
operation.  The  railroads  in  exhaustive  hear- 
ings impressed  upon  the  Labor  Board  the 
necessity  of  modifying  them  and  after  settling 
the  wage  question  the  Labor  Board  directed 
railroad  managements  and  railroad  employes 
to  get  together  for  the  purpose  of  devising 
new  regulations  to  take  their  place. 

Some  months  prior  to  the  Labor  Board’s  de- 
cision respecting  the  so-called  “national  agree- 

[ 33  ] 


EMPLOYE  REPRESENTATION  ON 


merits,”  the  Pennsylvania  management  and 
the  representatives  of  the  employes  of  engine 
and  train  service,  as  a result  of  conferences 
between  them,  had  established  for  these 
employes  the  basis  of  the  Pennsylvania  plan 
of  employe  representation  which  has  since 
been  extended  to  employes  in  all  branches  of 
the  service. 

Formal  Announcement 

of  P.  R.  R.  Plan 

In  connection,  therefore,  with  the  Labor 
Board's  decision,  the  management  undertook 
to  find  out  who  the  employes  in  all  other 
branches  of  the  service  actually  desired  to 
have  represent  them  in  negotiations  with  offi- 
cers of  the  company. 

In  a formal  notice  to  the  employes  the 
management  stated  its  belief: 

That  it  was  the  right  of  an  employe  to  have 
a voice  in  determining  the  rules  and  regula- 
tions under  which  he  shall  work; 

That  the  so-called  national  agreements  de- 
prived the  employes  of  that  right  and  the 
officers  of  the  privilege  of  dealing  with  their 
own  employes; 

That  the  aim  of  the  Pennsylvania  Railroad 
was  to  re-establish  with  its  own  men  a happy 
and  harmonious  relationship; 


[ 34  ] 


THE  PENNSYLVANIA  RAILROAD 


That  the  decision  of  the  Railroad  Labor 
Board  now  made  that  possible  and  that  while 
the  immediate  emergency  to  be  covered  was 
the  negotiation  of  mutually  satisfactory  work- 
ing rules  and  regulations,  it  was  the  hope  of  the 
management  that  the  men  thus  chosen  as  rep- 
resentatives might  serve  as  the  nucleus  of  com- 
mittees to  confer  frequently  with  the  officers 
on  all  matters  not  only  affecting  the  welfare 
of  the  employes  but  also  the  welfare  of  the 
railroad  and  the  public. 

The  management  also  announced  the  prin- 
ciples under  which  elections  would  be  held 
and  in  order  to  work  out  the  details,  called 
into  conference  those  who  had  been  acting  as 
spokesmen  for  the  various  classes  of  em- 
ployes. It  was  already  evident  to  many  of 
the  Pennsylvania  personnel  that  the  plan 
adopted  by  the  officers  and  the  representatives 
of  the  engine  and  train  service  employes  held 
out  real  advantages  to  all  concerned. 

As  a result  of  these  conferences,  details  of 
the  election  machinery  to  be  set  up  were 
worked  out.  Elections  were  held.  Repre- 
sentatives were  elected.  New  schedules  cov- 
ering working  conditions  were  negotiated. 
Joint  committees  were  established.  Procedure 
for  subsequent  elections  was  formulated.  Step 
by  step  the  whole  system  of  employe  repre- 
sentation was  put  into  effect. 


1 35  ] 


EMPLOYE  REPRESENTATION  ON 


III 

HOW  THE  PENNSYLVANIA  PLAN 
ACTUALLY  WORKS 

In  actual  practice  the  operation  of  the 
Pennsylvania  Railroad  Plan  accomplishes  two 
results. 

First,  it  provides  a quick,  orderly  es- 
tablished method  of  settling  the  inev- 
itable differences  of  opinion  that  arise 
between  management  and  men  in  any 
large  organization. 

A fair  hearing  by  a responsible  officer,  a 
prompt  decision  and,  if  necessary,  an  appeal 
to  a final  court,  half  of  whose  membership  is 
composed  of  his  fellow  employes,  are  assured 
to  every  man  who  has  an  actual  or  fancied 
grievance. 

Second,  the  operation  of  the  plan  pro- 
vides means  for  constructive  coopera- 
tion between  officers  and  employes 
throughout  the  entire  railroad  organi- 
zation. 

The  end  may  be  simply  better  acquaintance, 
more  sympathetic  understanding  of  each  other’s 
problems  and  point  of  view  and  confidence  in 
each  other’s  sincerity.  It  may,  in  addition,  be 

l 36  ] 


THE  PENNSYLVANIA  RAILROAD 


a real  contribution  toward  improvement  in 
service  or  more  economical  operation.  Whether 
the  one  or  the  other,  it  must  be  conceded  that 
both  are  worthwhile.  There  is  growing  evi- 
dence, too,  of  their  actual  attainment. 

Pennsylvania  Plan 
a Joint  Product 

From  its  inception  the  organization  of  the 
Pennsylvania  Plan  has  been  the  joint  product 
of  conferences  in  which  both  management 
and  men  have  participated.  Essentially,  the 
principles  followed  have  been  the  same  for  all 
departments  of  the  service  although  there  are 
certain  differences  in  their  application.  These 
differences  result  largely  from  the  fact  that 
in  each  department  of  the  service  representa- 
tives of  men  and  management  have  jointly 
negotiated  what  seemed  to  them  best  consid- 
ering the  conditions  peculiar  to  their  particular 
kind  of  work.  For  instance,  the  number  of 
members  of  reviewing  committees  varies,  as 
well  as  the  times  of  election  and  terms  of 
office  of  employe  representatives. 

The  whole  plan  is  so  conceived  and  carried 
out  that  every  employe  has  an  opportunity  to 
exercise  a voice  in  determining  matters  that 
affect  his  wages,  working  conditions  and  wel- 
fare as  a Pennsylvania  Railroad  employe. 

In  other  words,  under  this  plan,  the 
employe  down  the  line  has  an  avenue 


C 37  ] 


EMPLOYE  REPRESENT  A 1' ION  ON 


for  the  expression  of  his  own  views  in 
negotiations  on  his  behalf  instead  of 
having  his  views  imposed  upon  him 
from  the  top  down  or  by  outside  influ- 
ences. 

How  Employe  Questions 
Are  Jointly  Settled 

How  the  plan  works  may  perhaps  best  be 
described  by  detailing  the  steps  which  are 
taken  in  the  consideration  of  any  question 
brought  up  by  an  employe. 

First : The  individual  employe  with  his 

immediate  supervisory  officer. 

Obviously,  unless  harmonious  relations  exist 
here  on  the  ground,  it  is  inconceivable  that 
they  can  be  brought  about  on  a large  scale. 
The  policy  of  the  Pennsylvania  Railroad  Com- 
pany is  to  encourage  square  dealing,  first  of 
all,  in  the  closer  and  more  intimate  contact  of 
the  employe  and  his  immediate  superior. 
Therefore  the  first  step  to  be  taken  by  the 
employe  is  to  place  his  case  before  the  man- 
agement on  the  ground. 

Second:  The  local  committee  with  the  divi- 
sion superintendent. 

On  each  division  there  are  local  committees 
of  employe  representatives  for  all  classes  of 
employes.  Usually  the  committee  consists  of 
three  men,  one  of  whom  is  the  chairman, 


[ 38  ] 


THE  PENNSYLVANIA  RAILROAD 


elected  as  such  either  by  the  two  other  com- 
mitteemen or  by  the  employes  themselves  at 
general  elections. 

The  local  committee  may  act,  of  course,  on 
behalf  of  an  employe  in  the  first  step,  that  is, 
with  his  immediate  supervisory  official.  But 
in  the  handling  of  employes’  matters  the  local 
committee’s  relations  are  ordinarily  with  the 
division  superintendent. 

Third : The  general  committee  ivith  the 

general  superintendent. 

Matters  carried  beyond  the  division  super- 
intendents are  handled  by  what  is  known  as 
the  general  committee.  The  general  commit- 
tee in  each  class  of  the  service  is  usually 
chosen  by  the  local  committeemen  of  the 
region  or  of  the  entire  system.  In  some 
departments  of  the  service  there  is  a general 
committee  for  each  of  the  four  operating 
regions  into  which  the  Pennsylvania  Railroad 
System  is  divided.  In  other  departments  the 
general  committee  is  a system  body. 

The  general  committee  meets  the  general 
superintendents  who  have  jurisdiction  over 
two  or  more  divisions. 

Fourth : The  general  committee  with  the 

general  tnanager. 

The  highest  operating  officer  charged  with 
direct  responsibility  in  matters  affecting 
employes  is  the  general  manager,  who  has 

l 39  ] 


EMPLOYE  REPRESENTATION  ON 


jurisdiction  over  an  entire  region  and  the 
Works  Manager  who  has  jurisdiction  over 
Altoona  works.f  There  are  four  general 
managers. 

If  it  is  desired  to  carry  an  employe’s  ques- 
tion beyond  the  general  superintendent,  the 
general  committee  takes  it  up  with  the  gen- 
eral manager.^; 

Joint  Committee 
Has  Final  Authority 

Fifth:  The  reviewing  committee. 

This  very  properly  has  been  referred  to  as 
the  keystone  of  the  arch  of  employe  repre- 
sentation on  the  Pennsylvania  Railroad. 


fThe  General  Committee  of  the  Altoona  Works,  in 
settling  any  question  among  themselves,  settle  it  in  any 
way  they  see  fit.  After  they  arrive  at  an  opinion,  they 
try  to  negotiate  that  view  of  the  subject  with  the 
Works  Manager  and,  after  meeting  with  him,  either 
persuade  him  that  they  are  right,  or  he  persuades  them 
that  they  are  wrong.  Up  to  this  time  that  method  of 
settling  questions  at  issue  has  been  satisfactory,  not  only 
to  the  railroad  but  to  the  General  Committee.  They  have 
been  told  that  whenever  they  are  ready  to  form  a Joint 
Reviewing  Board  for  the  Altoona  Works  the  management 
would  be  glad  to  join  with  them.  The  employes  have 
not  seen  fit  to  avail  themselves  of  this  privilege.  They 
could  have  exercised  it  in  the  past  and  may  exercise  it 
in  the  future  at  any  time  they  wish  to  do  so. 

JIf  an  individual  employe  so  desires  he  himself  may 
handle  his  own  case  on  appeal  to  the  Superintendent, 
General  Superintendent  and  General  Manager. 

[ 42  ] 


THE  PENNSYLVANIA  RAILROAD 


Questions  carried  beyond  the  general  man- 
ager go  to  the  reviewing  committees.  These 
are  joint  committees  in  the  respective  classes. 
They  are  composed  of  an  equal  number  of 
officers  and  employes,  the  latter  being  chosen 
by  the  employes  themselves,  usually  through 
the  general  committees.  The  chairmanship 
alternates  between  the  employe  and  manage- 
ment members. 

All  members  of  a reviewing  commit- 
tee have  equal  voting  power.  A two- 
thirds  vote  is  necessary  to  decide  any 
issue. 

The  wisdom  and  fairness  of  the  two-thirds 
vote  provisions  are  obvious.  If  merely  a 
majority  vote  were  necessary  to’  decide  a mat- 
ter and  the  division  in  the  committee  was  at 
all  along  partisan  lines,  the  onus  of  the  deci- 
sion would  fall  upon  a single  individual.  If 
he  were  one  of  the  employe  representatives 
there  might  be  insinuations  of  coercion.  Under 
the  two-thirds  rule,  however,  if  there  is  a 
division  along  “partisan”  lines,  the  majority 
must  convince  at  least  three  members  of  the 
other  group  before  a decision  can  be  reached. 
It  is  manifestly  impossible  for  anyone  to  coerce 
almost  half  of  such  a unit. 

The  reviewing  committees  are  the 
highest  authority  on  the  railroad  in  the 
settlement  of  matters  in  dispute  be- 

1 43  ] 


i 

I 


a 

I 


2 fa 


EMPLOYE  REPRESENTATION  ON 


tween  employes  and  management.  Their 
decisions  are  final. 

If  the  committee  cannot,  by  a two-thirds 
vote,  decide  any  question,  it  determines  how 
the  question  shall  otherwise  be  settled.  This 
procedure  takes  various  forms.  The  commit- 
tee may,  for  instance,  name  arbitrators  or  in- 
vestigators to  go  further  into  the  matter  and 
return  their  findings  to  the  committee. 

Only  six  cases  in  four  years  have 
arisen  which  necessitated  action  beyond 
the  routine  procedure  of  the  reviewing 
committee.  In  every  one  of  these  cases, 
however,  the  findings  of  the  arbitrators  or 
investigators  named  by  the  committee  have 
been  adopted  by  the  committee  by  the  neces- 
sary two-thirds  vote.  In  four  of  these  cases 
a sub-committee  of  the  reviewing  committee 
itself  was  named  to  report  on  the  matter  and 
decision  was  finally  reached  by  the  whole  com- 
mittee as  a result  of  the  sub-committee’s 
report. 

Analysis  of  Decisions 
of  a Joint  Committee 

One  of  the  employe  members  of  the  joint 
reviewing  committee  for  the  engine  and  train 
service  employes  recently  made  an  analysis  of 
the  disposition  of  cases  handled  by  this  conv- 


[ 46  ] 


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EMPLOYE  REPRESENTATION  ON 


mittee  over  a period  of  three  years,  which 
showed  that  practically  all  of  the  important 
decisions  of  the  Reviewing  Committee  have 
been  made  with  little  or  no  dissenting  votes. 


In  the  three  years— 1921,  1922  and  1923, 
there  were  808  cases  docketed  with  the  Joint 
Reviewing  Committee.  The  Joint  Committee 
rendered  579  decisions,  the  rest  having  been 
returned  to  be  handled  locally  or  disposed  of 
locally.  Of  those  579  decisions,  302  or  52 
per  cent  were  in  favor  of  the  management; 
201  or  35  per  cent  were  in  favor  of  the 
employes.  Seventy-six  or  13  per  cent  were 
neutral  decisions,  which  did  not  support  either 
the  employes  or  the  management. 

In  making  these  579  decisions,  243  or  42 
per  cent  of  them  were  by  unanimous  vote ; 
104  or  18  per  cent  with  but  one  dissenting 
vote;  72  or  12.4  with  but  two  dissenting 
votes;  73  or  13  per  cent  were  with  but  three 
dissenting  votes;  55  or  9 per  cent,  with  but 
four  dissenting  votes;  28  or  4.8  per  cent  were 
with  five  dissenting  votes. 

A decision  is  rendered  only  by  a two-thirds 
vote.  Therefore,  the  committee  having  16 
votes,  it  requires  1 1 or  more  voting  for  one 
side. 

In  the  579  cases  handled,  but  23  of  them  * 
were  discipline  cases,  such  a small  number 

[ 48  ] 


THE  PENNSYLVANIA  RAILROAD 


that  the  total  result,  or  its  effect  on  the  total 
number  of  cases,  was  entirely  negligible. 
Notice  that  60  per  cent  of  the  decisions  were 
made  with  not  exceeding  one  dissenting  vote 
and  only  14  per  cent  with  four  or  more  dis- 
senting votes. 

Referring  to  these  and  other  facts  about  the 
reviewing  committee’s  work,  he  added : 

“That  can  not  do  other  than  convince 
every  man  of  the  absolute  sincerity  of 
both  the  management  and  the  men  in 
the  application  and  working  out  of  the 
Pennsylvania  Plan.” 

Regular  Meetings 
on  Fixed  Dates 

The  system  thus  outlined  is  further  or- 
ganized so  that  meetings  of  local  committees 
with  division  superintendents,  of  general  com- 
mittees with  general  superintendents  and  gen- 
eral managers,  and  the  Works  Manager,  Al- 
toona, and  meetings  of  reviewing  committees 
are  regularly  scheduled  a year  in  advance. 

In  other  words,  on  specified  days  in  every 
month  of  the  year  every  division  superin- 
tendent meets  a local  committee  representing 
employes  in  each  class  of  service  under  his 
jurisdiction.  Every  month,  also,  the  general 
superintendents  and  general  managers  are 

[ 49  ] 


jni 

Pate 

Review- 

ing 

Comm. 

GENERAL  SUTEH  DITarDENTS 

Sopt  s . 

Gen. 
Mg r. 

B.Pa. 

Div. 

Con. Pa. 
Dlv. 

N.  J. 
Dir* 

Son, 

Dlv# 

1 Wed 

MW-TAS 

2 Thn 

Opr 

3 Prl 

Clk-Hso 

Clk-Msc 

Clk-Meo 

CUc-Meo 

4 Sat 

INDEPENDENCE  DAT 

5 Sun 

6 Mon 

ShOD 

7 Tue 

Mao 

Shop 

8 Wed 

Shop 

9 Thu 

EAT 

Shop 

P.P. 

10  Prl 

Shop 

11  Sat 

12  Sun 

13  Mon 

B&T 

MW-TAS 

Opr 

14  Tue 

Opr 

EAT 

107-T&S 

15  Wed 

MW-'MS 

Opr 

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MW-TAS 

Opr 

BStT 

17  Prl 

Cllc 

18  Sat 

19  Sun 

20  Mon 

21  Tue 

Shop 

22  Wed 

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23  Thu 

EAT 

24  Prl 

Opr 

25  Sat 

26  Sun 

27  Mon 

Cllc 

BAT 

28  Tue 

UW 

EAT(a) 

29  Wed 

TAS 

30  Thu 

Mso 

31  Frl 

Shop 

NOVEMBER 

Bate 

Review- 

ing 

Conm. 

Gen. 

Mgr. 

GEKH 

1AL  SURE] 

1INTENDE1 

(JT3 

Supts# 

E.Pa. 

Dlv. 

Cen.Pa. 

Dlv. 

N.  J. 
Dlv. 

Son. 

Dlv. 

1 Sun 

2 Mob 

Shop 

3 Tue 

ELECTION 

DAT 

4 Wed 

Shop 

Opr 

5 Thu 

Shop 

MW-T6S 

6 Prl 

C lit -Mao 

CLk-Uso 

Clk-Hso 

Clk-Mso 

7 Sat 

8 Sun 

9 Bon 

10  Tue 

Mao 

Shop 

11  Wed 

Shop 

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EAT 

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Opr 

P.P. 

13  Prl 

ar-Ttf 

Set 

How  Monthly  Meetings  Between  Officers  and  Employe 
Representatives  Are  Scheduled  in  Advance. — Part  of  1925 
Calendar. 


THE  PENNSYLVANIA  RAILROAD 


meeting  with  general  committees  of  similar 
representative  capacity.  And  every  month 
reviewing  committees  are  meeting  to  settle 
questions  which  have  come  up  on  appeal. 

Under  this  plan  it  is  impossible  for  division 
superintendents,  general  superintendents  or 
general  managers  to  evade  meeting  with 
employe  representatives  and  hearing  and  act- 
ing promptly  on  matters  affecting  the 
employes.  These  meetings  are  as  much  a 
part  of  the  railroad  routine  as  the  schedule  of 
a train. 

They  are  spaced  in  point  of  time  so  that 
a question  brought  up  by  an  employe  can  go 
through  the  whole  course  of  procedure, 
through  even  the  reviewing  committee,  in 
sixty  to  ninety  days.  This  schedule  also  allows 
sufficient  time  between  the  various  steps  so  that 
a joint  submission  of  the  case  may  be  made  to 
the  next  higher  officer  or  to  the  reviewing 
committees  five  days  in  advance  of  the  meet- 
ing with  that  officer  or  the  meeting  of  the 
reviewing  committee.  This  five  days’  advance 
notice  of  matters  to  be  discussed  is  a necessary 
requisite  to  its  consideration. 

***** 

The  employe  representatives  who  function 
on  behalf  of  the  employes  under  the  Pennsyl- 
vania Plan  are  elected  by  the  employes  them- 

1 51  ] 


EMPLOYE  REPRESENTATION  ON 


selves  at  regular  elections  under  election  pro- 
cedure jointly  worked  out  by  men  and  man- 
agement. 

As  already  pointed  out,  the  management  in 
its  relations  with  employes  is  not  concerned 
with  their  membership  or  non-membership  in 
any  organization.  Any  employe  is  eligible  to 
vote  for  employe  representatives.  Any 
employe  is  eligible  for  election  as  employe 
representative. 


Election  Procedure  Like 
National  and  State  Elections 

The  essential  thing  is  that  the  candi- 
dates be  individual  employes.  It  is  almost 
inconceivable  that,  although  this  rule  is  fol- 
lowed in  city,  state  and  national  elections,  it 
should  be  called  into  question  by  some  of  those 
who  criticise  the  Pennsylvania  plan  and  main- 
tain that  an  employe  should  be  permitted  to 
vote  for  an  organization  as  such  as  a can- 
didate. 

Yet  it  must  be  perfectly  obvious  that  no 
such  procedure  is  adopted  by  the  government 
in  its  elections.  When  you  go  to  the  polls 
you  do  not  vote  for  the  Essex  County 
Republican  Club  or  the  Eighteenth 
Assembly  District  Democratic  Organi- 
zation. You  vote  for  John  Smith,  who  may 

1 52  1 


THE  PENNSYLVANIA  RAILROAD 


be  the  candidate  endorsed  by  any  organization 
so  long  as  he  fulfills  the  election  requirements. 

In  the  employe  representative  elections  on 
the  Pennsylvania  Railroad  candidates  who  are 
employes  may  also  be  members  of,  or  officers 
of,  any  organization.  As  a matter  of  fact 
voters  could  and  did,  in  some  instances,  write 
the  initials  of  their  candidate’s  organization 
after  the  candidate’s  name  on  the  ballot.  Those 
ballots  were  counted.  It  is  likewise  true  that 
many  of  those  who  have  been  elected  and 
have  served  as  employe  representatives  have 
been  officers  of  labor  unions. 

One  of  the  outstanding  benefits  of  the 
Pennsylvania  plan  is  that  every  employe 
has  an  opportunity  to  vote  for  repre- 
sentatives. His  representatives  are  not 
chosen  for  him  merely  by  the  votes  of 
those  who  happen  to  belong  to  an  organi- 
zation. At  the  same  time  there  is  no  pro- 
hibition against  an  organization  putting  up 
candidates  and  campaigning  for  their  election. 


Secrecy  of  Ballot 
Entirely  Safeguarded 

Candidates  are  nominated  by  petition  of 
their  fellow  employes.  Names  of  candidates 
thus  placed  in  nomination  are  printed  on  the 
official  ballots.  The  management  exercises 

[ 53  ] 


EMPLOYE  REPRESENTATION  ON 


no  control  or  influence  whatever  over  either 
the  nominations  or  the  elections.  The  man- 
agement neither  suggests  nor  vetoes  candi- 
dates, but  candidates  must,  of  course,  be 
employes  themselves  and  be  willing  to  serve 
as  employe  representatives. 

The  voter  designates,  as  in  city,  state  and 
national  elections,  the  names  he  chooses  from 
the  list  of  candidates  on  the  ballot.  The 
voting  is  absolutely  secret.  In  some  instances 
voting  booths  are  provided.  In  others  voting 
is  done  by  secret  letter  ballot. 

In  the  latter  instance  every  possible  safe- 
guard is  thrown  around  the  voting  to  insure 
the  secrecy  of  a man’s  choice.  The  voted  bal- 
lot, unsigned,  is  placed  in  an  envelope  and 
sealed  and  this  envelope  is  opened  only  by  the 
joint  tellers  selected  by  employes  and  manage- 
ment. This  envelope  is  enclosed  in  another 
envelope  on  which  the  voter  writes  his  name, 
occupation  and  location.  This  is  simply  to 
enable  a check  to  be  made  against  the  poll- 
list  to  make  certain  that  only  those  entitled  to 
vote  actually  have  voted.  This  outer  envel- 
ope is  in  turn  enclosed  in  a third  envelope  ad- 
dressed in  some  instances  to  the  division  super- 
intendent and  in  others  to  the  Tellers  of 
Election,  which  is  merely  a convenient  way  of 
assembling  the  ballots  at  one  point.  The 
envelopes  forwarded  to  the  superintendent, 
after  checking  the  names  against  the  poll-list, 

[ 54  ] 


THE  PENNSYLVANIA  RAILROAD 


are  in  turn  forwarded  to  the  Tellers  of 
Election. 

The  second  envelope  containing  the  name 
of  the  voter  is  checked  against  the  poll-list 
and  then  destroyed.  The  sealed  envelopes 
containing  the  ballots  are  then  opened  by  the 
Tellers  of  Election  and  no  identification  of 
an  employe’s  vote  is  possible.  The  ballots  are 
counted  by  joint  tellers  appointed  by  employes 
and  management  and  the  results  certified  to 
and  bulletined  for  the  information  of  all  con- 
cerned. 

It  is  perfectly  clear,  therefore,  that  if 
the  employes  so  desire,  they  may  nomi- 
nate and  elect  as  members  of  the  local 
committee  fellow  employes  who  may  be 
members  of,  officers  of,  or  non-members 
of,  any  organization.  They  may  not, 
however,  vote  for  an  organization,  as 
such,  to  represent  them. 

Organization  of  Local 
and  General  Committees 

The  local  committees  elect  their  chairmen 
and  either  these  chairmen  or  all  the  local  com- 
mitteemen themselves  elect  a general  commit- 
tee and  in  turn  a general  chairman  for  either 
the  region  or  the  system,  as  the  desire  may  be. 
The  general  committee  elects  the  representa- 
tives to  serve  on  the  joint  reviewing  committee 
and  the  management  names  the  management 

1 55  ] 


EMPLOYE  REPRESENTATION  ON 


representatives.  The  machinery  is  then  in 
working  order. 

To  some  who  have  not  seen  how  this  scheme 
actually  works,  there  still  appears  the  bug-a- 
boo  that  after  all  is  said  and  done  these  em- 
ploye representatives  are  still  employes  and 
dependent  upon  the  management  for  their  eco- 
nomic existence.  In  other  words,  it  is  inti- 
mated either  that  they  have  no  economic 
power  such  as  that  wielded  by  an  outside 
organization  or  that  they  cannot  exercise  it 
fearlessly.  This  point  of  view  is  founded  on 
the  mistaken  notion  that  a strike  is  necessary 
to  secure  fair  and  just  treatment  under  the 
Pennsylvania  plan.  This  is  not  true. 

In  the  first  place  it  is  expressly  understood 
in  the  agreements  between  the  management 
and  the  employe  representatives  that  they 
shall  be  entirely  free  and  untrammelled  in  the 
exercise  of  their  respective  functions. 

In  the  second  place,  there  exists  unmistak- 
able evidence  that  the  employes  on  the  Penn- 
sylvania Railroad  have  real  economic  power. 
One  piece  of  evidence  is  that  in  the  disposi- 
tion of  grievance  cases,  about  half  have  been 
adjusted  in  favor  of  the  employes.  Another 
evidence  is  that  wages  and  working  conditions 
on  the  Pennsylvania  Railroad  are  in  some 
cases  more  favorable  to  the  employes  than  on 
other  railroads.  Another  evidence  is  that 
agreement  has  been  made  with  the  employes 

1 56  ] 


THE  PENNSYLVANIA  RAILROAD 


in  the  handling  of  questions  involving  the 
sufficiency  of  piece  work  prices. 

Employe  Representatives 
Free  Agents 

Of  course  the  real  answer  to  critics  of  the 
Pennsylvania  plan  on  the  score  of  alleged  lack 
of  economic  power  of  the  employe  representa- 
tives is  that  you  cannot  hoodwink  turn  hun- 
dred thousand  men  and  get  away  wuth  it. 
Looking  at  it  from  this  standpoint  it  is 
probable  that  no  other  industrial  rela- 
tions plan  in  the  world  goes  to  the  limit 
of  cooperative  possibilities  and  respon- 
sibilities as  does  the  Pennsylvania  in  the 
fact  that  to  so  large  an  extent  final 
decisions  are  joint  decisions. 

The  representatives  elected  by  the  employes 
can  confer  with  other  workers  in  the  same 
industry  or  with  anyone  else,  at  their  option. 
A stipulation  in  the  agreements  between  the 
management  and  employes,  insures  the  work- 
ers the  right  to  speak  and  act  for  the  employes 
with  absolute  freedom  and  as  their  conscience 
dictates.  This  clause  reads  as  follows: 

“It  is  understood  and  agreed  that  each 
representative  shall  be  free  to  discharge  his 
duties  in  an  independent  manner  without  fear 
that  his  individual  relations  with  the  com- 
pany may  be  affected  in  the  least  degree  by 
any  action  taken  by  him  in  good  faith  in  his 
representative  capacity.” 

[ 57  ] 


EMPLOYE  REPRESENTATION  ON 


Employe  representatives  have  in  some  in- 
stances gone  far  afield  to  confer  with  other 
workers  in  the  same  industry.  They  have 
conferred  with  representatives  of  the  federal 
and  state  governments  on  questions  of  legisla- 
tion either  proposed  or  under  consideration, 
which  they  felt  affected  their  interests. 

No  one  representing  the  management  has 
insinuated  to  these  employes  or  has  directed 
them  or  in  any  other  manner  whatsoever  indi- 
cated the  management’s  ideas  as  to  how  em- 
ploye representatives  should  conduct  their  own 
business.  It  can  readily  be  learned  that  the 
employe  representatives  are  speaking  and  act- 
ing for  the  collective  conscience  of  the  em- 
ployes they  represent.  Bargaining  on  this 
basis  is  absolutely  free  and  untrammelled  as 
the  employes  select  their  representatives  and 
the  management  select  their  representatives. 

There  is  no  restriction  imposed  by  manage- 
ment on  the  comings  and  goings  of  these 
employe  representatives  and  it  would  be  quite 
impossible  for  the  Pennsylvania  management 
to  control  the  conscience  or  indicate  the  men- 
tal attitude  of  the  great  number  of  represen- 
tatives who  have  been  elected  in  the  various 
classes  of  employes. 

In  the  elections  of  employe  representatives 
held  last  year  from  75  to  90  per  cent  of  those 

[ 58  ] 


THE  PENNSYLVANIA  RAILROAD 


eligible  to  vote  participated.  This  is  a far 
greater  percentage  of  actual  voters  than  ordi- 
narily participates  in  city,  state  and  national 
elections. 


Fact  Finding  Committees 
Result  of  Plan 

The  spirit  of  cooperation  and  fair 
dealing  engendered  by  the  operation  of 
the  Pennsylvania  plan  has  been  extended 
to  cover  the  settlement  of  the  most  vital 
questions  that  arise  in  the  relations 
between  men  and  management. 

For  instance,  the  last  wage  adjustment 
affecting  the  train  service  employes  was 
settled  after  a joint  fact-finding  committee 
equally  representative  of  officers  and  em- 
ployes had  been  appointed  to  develop  all  the 
facts  which  they  felt  had  a bearing  on  the 
question  at  issue.  They  examined  officers  of 
the  company  on  financial  matters,  interviewed 
government  officials  and  statistical  agencies 
and  employers  and  employes  in  outside  indus- 
tries. Other  fact-finding  committees  were  ap- 
pointed in  other  classes  to  develop  the  facts 
bearing  upon  wage  questions  which  they  had 
raised. 

The  question  of  prices  for  piece  work  has 
been  similarly  handled.  A memorandum  of 

[ 59  ] 


EMPLOYE  REPRESENTATION  ON 


understanding  was  negotiated  on  May  11, 
1923,  which  provided  for  the  settlement  of 
all  questions  relating  to  the  fairness  of  piece 
work  prices  by  a joint  committee  equally 
representative  of  officers  and  men. 

Constructive  Work 
of  Employe  Committees 

An  outcome  of  the  same  discussion  was  the 
appointment  of  a joint  committee  of  officers 
and  men  to  look  into  the  roundhouses  through- 
out the  system  and  recommend  which  ones 
should  be  on  piece  work  and  which  on  day 
work.  The  committee  was  also  charged  with 
recommending  any  improvements  that  they 
thought  necessary  to  increase  the  efficiency  of 
roundhouse  operations. 

It  must  be  evident  from  the  foregoing  that 
under  the  plan  of  employe  representation  thus 
carried  out  the  employes  have  not  been 
deprived  of  what  is  frequently  referred  to  as 
“economic  power.”  After  all,  it  is  a question 
of  sincerity.  If  the  Pennsylvania  plan  were 
not  founded  on  sincerity  and  good  faith  it 
would  long  since  have  toppled  down,  a failure. 
As  a matter  of  fact,  however,  it  is  becoming  a 
greater  success  every  day. 

A few  indications  of  its  outstanding 
importance  to  the  public  which  is 


1 60  ] 


THE  PENNSYLVANIA  RAILROAD 


primarily  interested  in  uninterrupted 
transportation  service  are  these : 

1 —  In  the  Fall  of  1921  the  United 
States  was  threatened  with  a general 
strike  of  engine  and  train  service 
employes  on  all  railroads. 

The  train  service  employes  on  the 
Pennsylvania  Railroad  voted  against  the 
strike.  How  the  engine  employes  on  the 
Pennsylvania  Railroad  voted  is  not  known 
because  the  heads  of  the  organizations 
did  not  announce  it. 

2 —  In  the  summer  of  1922  the  country 
was  plunged  into  a nation-wide  strike  of 
railroad  shop  men. 

On  the  Pennsylvania  Railroad  two- 
thirds  of  the  shop  employes  refused  to 
strike  and  service  to  the  public  was  main- 
tained without  serious  interruption.  This 
railroad  handled  not  only  its  own  busi- 
ness but  a large  part  of  that  of  other 
railroads  whose  service  was  more  seri- 
ously affected  by  the  strike  of  their 
employes. 

During  the  last  few  years  there  has 
also  been  increasing  interest  on  the  part 
of  employes  in  the  purchase  of  stock  and 
other  securities  of  the  Company. 

[ 61  ] 


EMPLOYE  REPRESENTATION  ON 


IV 

COURT  DECISIONS  AFFECTING 
THE  PENNSYLVANIA  PLAN 

It  was,  perhaps,  inevitable  that  the  adop- 
tion of  the  Pennsylvania  plan  should  arouse 
opposition  in  some  quarters.  No  attempt  to 
give  a picture  of  this  plan  would  be  complete 
without  at  least  a brief  reference  to  this 
situation. 

Many  of  the  reasons  for  this  opposition 
have  already  been  covered  in  the  foregoing 
pages.  Special  reference  has  been  made  to  the 
fact  that  certain  labor  unions  imposed  upon 
railroad  employes  during  the  period  of  federal 
control,  countenance  and  practice  the  princi- 
ples of  the  closed  shop,  sympathetic  strike, 
and  restriction  of  output.  Another  reason  is 
that  representatives  must  be  bona  fide  em- 
ployes. They  are  the  only  ones  who  are 
familiar  with  local  conditions,  the  needs  and 
desires  of  the  employes  and  the  requirements 
of  the  public  which  all  serve. 

To  deal  with  an  organization  as  such  in 
negotiations  affecting  employes  is  not  to  know 
with  whom  you  are  dealing.  . Placing  the 
name  of  an  organization  on  the  ballot  as  a 
candidate  permits  the  organization  itself  to 
name  the  representatives.  It  deprives  a great 

[ 62  ] 


THE  PENNSYLVANIA  RAILROAD 


many  employes  of  an  opportunity  to  partici- 
pate in  the  choice  of  their  representatives.  It 
carries  with  it  no  assurance  whatsoever  that 
the  representatives  so  named  will  be  employes. 

It  would  be  equivalent  to  asking  the 
voters  who  go  to  the  polls  to  vote,  not  as 
they  do  now,  for  individuals,  but  for, 
say,  the  Republican  or  Democratic 
party. 

Consequently,  when  the  Pennsylvania  man- 
agement sought  to  find  out  the  individuals 
whom  the  employes  desired  to  have  represent 
them  in  negotiations  covering  wages  and  work- 
ing conditions,  certain  organizations  whose 
officers  had  during  federal  control  assumed 
to  speak  and  act  for  Pennsylvania  men  re- 
sented what  they  regarded  as  interference  with 
their  prerogatives.  It  became  for  them  a 
matter  of  retaining  their  positions  and  power. 


Union  Officers  Eligible 
if  Also  Employes 

If  the  Pennsylvania  employes  desired 
these  union  officers  as  individuals  to 
represent  them,  and  if  these  officers 
were  employes  and  were  able  to  poll 
sufficient  votes,  nothing  in  the  Pennsyl- 
vania Men  and  Management  Plan  pro- 
hibited them  from  running  for  office  as 
employe  representatives. 

1 63  ] 


EMPLOYE  REPRESENTATION  ON 


In  several  outstanding  instances,  the  offi- 
cers of  the  shop  crafts  and  clerks’  unions 
refused  to  submit  their  representative  capacity 
to  the  test  of  a secret,  impartial  election. 
Instead,  they  openly  endeavored  to  prevent 
the  employes  from  exercising  their  right  of 
franchise. 

Notwithstanding  these  efforts,  employe  rep- 
resentatives were  elected  in  all  classes  of  the 
service  and  as  already  pointed  out,  participa- 
tion of  the  employes  in  the  1924  elections 
amounted  to  from  75  to  90  per  cent  of  those 
eligible  to  vote.  In  this  connection  it  should 
be  remembered,  however,  that  it  is  the  ma- 
jority of  those  voting  who  elect  candidates  and 
that  city,  state  and  national  elections  are  not 
void  because  all  of  those  who  are  entitled  to 
vote  do  not  actually  exercise  that  privilege. 

Labor  Board’s  Order  Violated 
Employe  Representation 

When  the  union  officers  who  had  declined 
to  participate  in  the  elections  found  them- 
selves without  a constituency  and  without  rec- 
ognition as  an  organization,  they  appealed  to 
the  United  States  Labor  Board.  The  Labor 
Board  sustained  their  plea  to  the  extent  of 
ordering  the  Pennsylvania  Railroad  to  hold  a 
new  election,  to  adopt  a ballot  which  the 
Labor  Board  prescribed,  to  permit  the  name 
of  the  union  to  appear  on  the  ballot  as  an 

I 64  ] 


THE  PENNSYLVANIA  RAILROAD 


organization  candidate,  to  permit  men  who 
had  long  since  ceased  to  be  Pennsylvania 
employes  to  vote  and  to  declare  void  the  con- 
tracts which  the  Pennsylvania  management 
and  employe  representatives  had  entered  into 
although  these  agreements  were  mutually 
satisfactory  and  were  in  successful  operation. 

The  company’s  objection  to  the  decision  of 
the  Board  was  based  on  the  grounds  that: 

It  was  contrary  to  the  fundamental  prin- 
ciples of  employe  representation. 

It  made  a national  labor  union  whose  offi- 
cers are  not  employes  eligible  to  represent 
Pennsylvania  men. 

It  discriminates  in  favor  of  the  union  itself 
as  a candidate  and  against  the  non-union 
candidate. 

If  the  union  as  an  organization  were  elected, 
the  non-union  man  would  have  no  voice  in  de- 
termining the  conditions  under  which  he  must 
work  and  organization  officers,  regardless  of 
location  or  affiliation,  would  represent  the 
employe  in  negotiating  with  the  management. 

It  would  give  thousands  of  men  who  were 
no  longer  employes  an  opportunity  to  vote  on 
equal  terms  with  men  who  are  employes. 

The  whole  effect  of  the  ballot  required  under 
the  decision  would  be  to  compel  the  non-union 
man  to  join  the  union  in  order  to  have  a 
voice  in  matters  affecting  his  welfare. 

It  violated  a fundamental  right  of  employer 
and  employes  to  deal  directly  with  each  other 
in  settling  their  own  affairs. 

[ 65  ] 


EMPLOYE  REPRESENTATION  ON 


1 1 would  destroy  the  validity  of  contracts  freely 
entered  into  between  the  officers  of  this  rail- 
road and  their  employes  although  these  con- 
tracts are  mutually  satisfactory. 

It  would  not  be  fair  to  the  employes  or  to 
the  railroad,  to  say  nothing  about  the  public. 

Believing  that  its  constitutional  rights  and 
those  of  its  employes  were  being  invaded,  the 
management  protested  to  the  Labor  Board, 
but  without  avail.  The  Labor  Board,  realiz- 
ing that  its  directions  were  not  being  complied 
with,  was  empowered  under  the  Transporta- 
tion Act  to  publish  the  fact  that  the  Pennsyl- 
vania was  violating  its  decision. 

In  order  to  prevent  such  publication  the 
management  appealed  to  the  federal  courts 
for  an  in  junction  restraining  the  Labor  Board 
from  carrying  out  its  proposed  action.  The 
District  Court  upheld  the  Pennsylvania’s  con- 
tention. The  Circuit  Court  of  Appeals  re- 
versed it,  and  the  company  then  appealed  to 
the  United  States  Supreme  Court. 

In  effect,  the  Supreme  Court  upheld 
the  Pennsylvania  Railroad  in  its  right 
to  deal  with  its  employes  as  individuals. 

It  also  held,  however,  that  the  Labor  Board 
was  without  power  to  enforce  its  decision ; 
that  its  decisions  were  merely  advisory,  and 
that  therefore  the  Board  had  the  right  to 
publish  the  fact  that  the  Pennsylvania  had 
violated  its  decisions  if  the  Board  felt  there 
had  been  violation. 


t 66  ] 


THE  PENNSYLVANIA  RAILROAD 


Supreme  Court  Upheld 
Individual  Representation 

The  Supreme  Court  rendered  its  decision 
on  February  19,  1923.  The  court  held  that 
the  Labor  Board  had  jurisdiction  to  render 
the  decision  which  it  had  rendered  in  the 
shop  crafts  case  but  also  held  that  the  com- 
pany was  not  obliged  to  comply  with  the  deci- 
sions of  the  Board  if  it  felt  that  its  constitu- 
tional and  legal  rights  would  be  invaded 
thereby. 

Two  of  the  most  important  pronounce- 
ments of  the  court  were  these: 

“The  counsel  for  the  company  insist  that 
the  right  to  deal  with  individual  representa- 
tives of  its  employes  as  to  rules  and  work- 
ing conditions  is  an  inherent  right  which  cannot 
be  constitutionally  taken  from  it.  The  employes, 
or  at  least  those  who  are  members  of  the 
labor  unions,  contend  that  they  have  a lawful 
right  to  select  their  own  representatives,  and 
that  it  is  not  within  the  right  of  the  company 
to  restrict  them  in  their  selection  to  employes 
of  the  company  or  to  forbid  selection  of  officers 
of  their  labor  unions  qualified  to  deal  with,  and 
protect  their  interests.  This  statute  certainly 
does  not  deprive  either  side  of  the  rights 
claimed.” 

And : 

“The  statute  does  not  require  the 
railway  company  to  recognize  or  to 
deal  with,  or  confer  with  labor 

[ 67  ] 


EMPLOYE  REPRESENTATION  ON 


unions.  It  does  not  require  em- 
ployes to  deal  with  their  employers 
through  their  fellow  employes.” 

Notwithstanding  these  findings,  the  Labor 
Board  immediately  assumed  that  the  decision 
of  the  Supreme  Court  had  completely  vindi- 
cated the  Labor  Board  and  proceeded  to  issue 
a decision  to  the  effect  that  the  Pennsylvania 
Railroad  Company  had  violated  the  Labor 
Board’s  decision.  This  decision  was  issued  in 
spite  of  the  fact  that  the  employe  representa- 
tion plan  to  which  the  Labor  Board  objected 
had  then  been  in  operation  for  more  than  two 
years;  that  it  was  actually  working  to  the 
satisfaction  of  the  vast  majority  of  the  em- 
ployes; that  peaceful  relations  had  been 
established  between  management  and  men, 
and  that  by  mutual  agreement  wages  and 
working  conditions  had  been  satisfactorily 
negotiated. 

Subsequently,  repeated  efforts  have  been 
made  by  representatives  of  the  unions  affected 
to  force  recognition  of  them  as  organization 
representatives  upon  the  company. 

Court  Upholds  Direct 
Dealing  With  Employes 

The  United  States  Supreme  Court  in  a 
decision  handed  down  on  March  2,  1925, 
upheld  the  right  of  the  management  and 
employes  of  the  Pennsylvania  Railroad  Sys- 

[ 68  ] 


THE  PENNSYLVANIA  RAILROAD 


tem  to  deal  with  each  other  directly  through 
committees  elected  under  the  plan  of  employe 
representation  jointly  adopted  by  the  company 
and  its  employes.  In  this  decision  the  court 
re-affirmed  its  previous  ruling  in  the  Penn- 
sylvania Railroad-Labor  Board  Case  that  the 
company  was  not  obliged,  under  the  Trans- 
portation Act,  to  recognize,  confer  with,  or 
to  deal  with  labor  unions. 

The  court’s  decision  disposes  of  two  suits 
instituted  against  the  company  by  the  shop- 
crafts’  and  clerks’  unions.  These  organiza- 
tions attempted  by  injunction  to  prevent  the 
management  from  dealing  with  Pennsylvania 
Railroad  employes  through  employe  represen- 
tatives elected  by  secret  ballot  and  to  compel 
recognition  of  and  negotiation  with  the  unions 
as  such,  as  representative  of  the  employes. 
The  two  cases  were  identical  in  that  the 
unions  maintained  that  while  under  the 
Supreme  Court’s  previous  ruling  decisions  of 
the  Labor  Board  were  not  mandatory,  the 
preliminary  steps  leading  up  to  a decision  by 
the  Board  were  mandatory. 

These  cases  were  originally  begun  in  the 
Federal  District  Court  which  denied  the 
unions’  application  for  injunctions.  On  appeal 
the  United  States  Circuit  Court  of  Appeals 
sustained  the  lower  court  and  the  Supreme 
Court  has  now  affirmed  the  findings  of  both 
lower  courts. 


[ 69  1 


EMPLOYE  REPRESENTATION  ON 


Referring  to  its  previous  decision  the 
Supreme  Court  said: 

“It  is  clear  from  this  language  that  in 
the  Labor  Board  case  this  court  has 
decided  that  there  is  nothing  compulsory 
in  the  provisions  of  the  statute  as  against 
either  the  company  or  the  employes  upon 
the  basis  of  which  either  acquired  addi- 
tional rights  against  the  other  which  can 
be  enforced  in  a court  of  law.  . . 

The  court  says  further  that  when  the  labor 
provisions  of  the  Transportation  Act  are  taken 
as  a whole,  “they  may  be  searched  through  in 
vain  to  find  any  indication  in  the  mind  of 
Congress  or  any  intimation  that  the  disputants 
in  the  controversies  to  be  anticipated  were  in 
any  way  to  be  forced  into  compliance  with  the 
statute  or  with  the  judgments  pronounced  by 
the  Labor  Board,  except  through  the  effect  of 
adverse  public  opinion.” 

Commenting  upon  the  unions’  claim  that 
the  steps  preliminary  to  a decision  by  the 
Labor  Board  were  enforceable,  the  court 
says : 

“This  very  point  was  considered  by  us  in 
the  Labor  Board  case  and  . . . the  same 
sanction,  therefore,  of  publication  and  public 
opinion,  exists  for  them  and  nothing  else.” 

1 70  1 


Appendix 


THE  PENNSYLVANIA  RAILROAD 


Typical  set  of  By-Laws  covering  relations  between 
management  and  employes  under  Pennsylvania 
Plan  of  Employe  Representation. 


THE  ASSOCIATION  OF  SHOP  CRAFT 
EMPLOYES 

OF  THE 

EASTERN  REGION 

PENNSYLVANIA  RAILROAD  SYSTEM 

EXCLUDING  HOBOKEN  SHOPS 


Copy  of  Memorandum  of  Understanding  Covering 
Method  to  be  Followed  in  the  Handling  of 
Questions  Between  the  Pennsylvania  Rail- 
road System  Management,  Eastern  Region, 
and  its  Mechanics,  Helpers  and 
Apprentices  in  the  Maintenance 
of  Equipment  Forces  (Exclud- 
ing Hoboken  Shops) 


Preamble. 

In  order  to  form  an  organization  to  establish 
satisfactory  working  conditions,  adjust  differences 
as  they  may  arise,  and  promote  a mutual  under- 
standing between  the  management  of  the  Pennsyl- 
vania Railroad  System  and  the  Maintenance  of 
Equipment  forces  of  the  Eastern  Region,  these 
By-Laws  are  adopted. 


[ 73  ] 


EMPLOYE  REPRESENTATION  ON 


Title. 

This  association  shall  be  known  as  “The  Asso- 
ciation of  Shop  Craft  Employes  of  the  Eastern 
Region,  Pennsylvania  Railroad  System.” 

ARTICLE  I. 

MEMBERSHIP. 

Section  1.  All  Mechanics,  Helpers  and  Appren- 
tices who  are  actively  engaged  in  the  Maintenance 
of  Equipment  forces,  Eastern  Region,  Pennsylvania 
Railroad  System,  who  are  not  regularly  filling  a 
supervisory  position,  shall  be  entitled  to  member- 
ship in  this  association. 

Sec.  2.  Membership  in  this  association  shall 
terminate  on  severance  of  employment  in  the  serv- 
ice of  the  company  or  upon  assuming  a status  in 
conflict  with  membership  requirements,  as  defined 
in  Section  1 of  this  article. 


ARTICLE  II. 

REPRESENTATION. 

Section  1.  Employes  who  are  entitled  to  mem- 
bership in  this  association,  as  defined  in  Article  I, 
in  each  craft  on  each  Division,  shall  be  entitled  to 
elect  from  among  their  number  three  (3)  repre- 
sentatives to  represent  their  craft  on  their  Division. 

Sec.  2.  Representatives  shall  be  elected  for  a 
term  of  one  (1)  year  and  shall  be  eligible  for 
re-election. 

Sec.  3.  In  case  of  a vacancy  on  any  Local 
Committee,  the  vacancy  shall  be  filled  by  the 
remaining  members  of  said  committee  by  appoint- 
ment. In  the  event  they  cannot  reach  a decision 

[ 74  ] 


THE  PENNSYLVANIA  RAILROAD 


or  in  the  event  that  there  are  two  (2)  or  more 
vacancies  occurring  on  one  Local  Committee  at 
the  same  time,  the  vacancy  or  vacancies  shall  then 
be  filled  by  the  Regional  General  Committee. 

Sec.  4.  A representative  shall  be  deemed  to 
have  vacated  office  upon  becoming  ineligible  to 
membership  in  this  association,  as  defined  in 
Article  I. 


ARTICLE  III. 

QUALIFICATIONS  OF  VOTERS  AND  REPRESENTATIVES. 

Section  1.  All  employes  who  are  entitled  to  par- 
ticipate in  this  association,  as  provided  in  Article 
I,  shall  be  entitled  to  petition  for  nominees  and  vote 
at  all  elections. 

Sec.  2.  Those  employes  who  are  entitled  to  par- 
ticipate in  this  association,  who  have  had  two  (2) 
years  or  more  continuous  service  with  the  company 
prior  to  the  date  of  election,  or  appointment,  who 
are  American  citizens  and  who  are  twenty-one  (21) 
years  of  age  or  over  on  the  date  of  election,  or 
appointment,  shall  be  eligible  to  the  office  of  repre- 
sentative. 

Sec.  3.  Members  of  each  craft  in  this  associa- 
tion shall  be  entitled  to  vote  only  for  those  repre- 
sentatives who  are  to  represent  that  craft. 


ARTICLE  IV. 

NOMINATIONS  AND  ELECTIONS. 

Section  1.  Nominations  and  elections  shall  be 
held  annually  in  the  month  of  April. 

Sec.  2.  Nominations  shall  be  held  on  the  first 
Tuesday  and  election  on  the  fourth  Tuesday  in 
the  month  named.  In  the  event  of  either  of  these 


['75  1 


EMPLOYE  REPRESENTATION  ON 


days  being  a holiday,  the  day  immediately  follow- 
ing shall  be  substituted. 

Sec.  3.  Nominations  and  elections  shall  be  con- 
ducted by  the  members  of  this  association  in  accord- 
ance with  rules  and  regulations  prescribed  by  the 
Regional  Joint  Committee,  acting  as  a Rules  Com- 
mittee, with  only  such  assistance  from  the  manage- 
ment as  may  be  required  by  said  committee. 

Sec.  4.  Elections  shall  be  by  secret  ballot  and 
so  conducted  as  to  avoid  undue  influence  or  inter- 
ference with  voters  in  any  manner  whatsoever  and 
to  prevent  any  fraud  in  the  counting  of  ballots. 

Sec.  5.  Nominations  shall  be  by  petition.  Peti- 
tions signed  by  twenty-five  (25)  qualified  voters 
in  a craft  on  a Division  where  there  are  one  hun- 
dred (100)  or  more  qualified  voters,  or  by  twenty- 
five  per  cent  (25%)  of  the  qualified  voters  in  a 
craft  on  a Division  where  there  are  less  than  one 
hundred  (100)  qualified  voters,  shall  be  sufficient 
to  place  the  name  of  the  one  petitioned  for  upon 
the  ballot  for  that  craft  on  that  Division. 

Sec.  6.  The  election  ballot  for  each  Division 
shall  contain  the  names  of  all  those  placed  in 
nomination  by  each  craft  as  a result  of  petition 
on  that  Division. 

Sec.  7.  The  number  of  candidates  for  which  a 
voter  is  entitled  to  vote  shall  be  stated  on  the 
ballot.  If  this  number  is  exceeded  the  ballot  shall 
be  void. 

Sec.  8.  The  voter  shall  indicate  his  preference 
on  the  election  ballot  by  placing  a cross  (X) 
opposite  the  name  or  names  of  the  candidates 
he  wishes  to  elect.  Any  other  mark  or  marks 
shall  render  the  ballot  void. 

Sec.  9.  The  Regional  Joint  Committee,  acting 
as  a Rules  Committee,  shall  determine: 

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THE  PENNSYLVANIA  RAILROAD 


(a)  The  type  and  location  of  ballot  boxes  and 
voting  booths. 

(b)  The  hours  during  which  the  voting  will  be 
conducted. 

( c ) The  form  of  letter  ballot  to  be  used  by 
those  voting  by  mail. 

(d)  The  conditions  under  which  a voter  will 
be  permitted  to  vote  by  mail. 

Sec.  10.  The  candidate  or  candidates  receiv- 
ing the  highest  number  of  votes  in  each  craft  shall 
be  declared  elected.  In  the  event  of  a tie,  the 
Regional  Joint  Committee,  acting  as  a Rules  Com- 
mittee, shall  order  a special  election  to  break  the 
tie.  At  this  special  election  only  the  names  of  the 
candidates  who  are  tied  will  appear  on  the  ballot. 

Sec.  11.  In  the  event  of  a controversy  arising 
concerning  any  nomination  or  election,  it  shall  be 
referred  to  and  decided  by  the  Regional  Joint 
Committee,  acting  as  a Rules  Committee. 

Sec.  12.  Immediately  following  the  counting  of 
ballots,  the  Regional  Joint  Committee,  acting  as  a 
Rules  Committee,  shall  prepare  an  election  certifi- 
cate, a copy  of  which  shall  be  furnished  each  repre- 
sentative elected,  a copy  posted  on  bulletin  boards 
and  a copy  furnished  to  the  Division  Superin- 
tendents. 


ARTICLE  V. 

LOCAL  COMMITTEES. 

Section  1.  The  elected  representatives  of  each 
craft  on  each  Division  shall  constitute  the  Local 
Committee  for  that  craft  on  that  Division  and 
shall  meet  the  third  Tuesday  in  May  for  the  pur- 
pose of  organizing.  At  this  meeting  each  of  the 
Local  Committees  shall  elect  a Chairman  from 
among  their  number  to  serve  one  (1)  year. 

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EMPLOYE  REPRESENTATION  ON 


Sec.  2.  There  shall  also  be  elected  on  the  third 
Tuesday  in  May  of  each  year,  a Division  Chair- 
man and  a Division  Secretary,  who  must  be 
members  of  the  Local  Committee;  they  to  be  elected 
by  the  majority  of  Local  Committeemen  assembled. 

Sec.  3.  The  Division  Chairman  shall  preside 
at  all  meetings  when  all  crafts  are  assembled. 
In  matters  where  all  crafts  are  involved  he  shall 
act  as  spokesman  and  be  assisted  by  the  Local 
Committee.  The  Local  Craft  Chairman  shall  make 
a report  monthly  to  the  Division  Chairman  of  all 
cases  handled.  The  Division  Chairman  in  turn 
to  make  a monthly  report  to  the  Regional  General 
Chairman  of  all  cases  handled  on  his  Division. 

Sec.  4.  Meetings  of  the  Local  Committees  may 
be  called  by  their  Chairman  as  occasion  demands. 

ARTICLE  VI. 

THE  REGIONAL  GENERAL  COMMITTEE. 

Section  1.  The  Regional  General  Committee 
shall  be  composed  of  a General  Chairman  repre- 
senting all  crafts  together  with  a General  Craft 
Chairman  from  each  respective  craft. 

Sec.  2.  The  General  Chairman  representing 
all  crafts  shall  be  elected  for  a term  of  two  (2) 
years  by  the  Local  Committee  Chairmen  of  all 
crafts. 

Sec.  3.  The  General  Craft  Chairman  of  each 
craft  shall  be  elected  for  a term  of  two  (2)  years 
by  the  Local  Committee  Chairmen  of  that  craft. 

Sec.  4.  The  General  Chairman  and  the  General 
Craft  Chairmen  shall  be  elected  by  the  Region 
Council  to  be  held  on  the  third  Tuesday  in  June 
of  each  odd  numbered  year,  beginning  with  1923. 

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THE  PENNSYLVANIA  RAILROAD 


Their  term  of  office  to  begin  on  July  1st  of  each 
odd  numbered  year. 

Sec.  5.  The  Regional  General  Committee  shall 
be  elected  from  among  the  Local  Chairmen,  or 
the  retiring  Regional  General  Committee,  or  both. 

Sec.  6.  In  case  of  a permanent  vacancy  in  the 
office  of  General  Craft  Chairman,  the  General 
Chairman  shall  convene  the  Local  Chairmen  of 
the  craft  represented  by  the  vacant  office  for  the 
purpose  of  filling  the  vacancy.  In  cases  of  tem- 
porary vacancy  in  the  office  of  General  Craft 
Chairman,  the  General  Chairman  shall  fill  said 
vacancy  by  appointment,  with  the  approval  of  the 
Regional  General  Committee. 

Sec.  7.  The  Regional  General  Committee  at  its 
first  meeting  after  its  election  shall  elect  a Vice- 
General  Chairman  from  among  its  members  to 
serve  for  two  (2)  years,  said  service  commencing 
with  the  date  of  election  of  the  committee. 

Sec.  8.  The  Vice-General  Chairman  shall  assist 
the  General  Chairman  and  shall  preside  in  his 
absence.  In  the  event  of  a permanent  vacancy  in 
the  office  of  General  Chairman,  the  Vice-General 
Chairman  shall  fill  the  unexpired  term. 

Sec.  9.  Meetings  of  the  Regional  General  Com- 
mittee may  be  called  by  the  General  Chairman 
as  occasion  demands. 

ARTICLE  VII. 

REGIONAL  JOINT  COMMITTEE. 

Section  1.  The  Regional  General  Committee, 
together  with  an  equal  number  of  representatives 
appointed  by  the  management,  shall  constitute  the 
Regional  Joint  Committee. 

Sec.  2.  The  officers  of  the  committee  shall  con- 
sist of  a Chairman  and  a Vice-Chairman,  who 

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EMPLOYE  REPRESENTATION  ON 


shall  be  elected  for  terms  of  six  (6)  months  each. 
The  election  will  be  held  at  the  regular  meeting 
of  the  committee  in  July  and  January  of  each  year 
and  the  Chairman  and  Vice-Chairman  will  take 
office  immediately  upon  election. 

Sec.  3.  The  office  of  the  Chairman  shall  be 
filled  alternately  from  the  representatives  of  the 
management  and  the  representatives  of  the 
employes.  While  the  office  of  Chairman  is  being 
filled  by  the  representative  of  the  management, 
the  office  of  Vice-Chairman  shall  be  filled  by  a 
representative  of  the  employes;  likewise  when  the 
office  of  Chairman  is  being  filled  by  a representa- 
tive of  the  employes,  the  office  of  Vice-Chairman 
shall  be  filled  by  a representative  of  the  manage- 
ment. 

Sec.  4.  A Secretary  shall  be  appointed  by  the 
Regional  Joint  Committee  who  shall  not  be  a mem- 
ber of  the  Committee. 

Sec.  5.  Stated  meetings  of  the  Regional  Joint 
Committee  shall  be  held  on  the  first  Monday, 
bi-monthly,  throughout  the  year,  commencing  with 
the  July  meeting  each  year. 

Sec.  6.  Special  meetings  of  the  Regional  Joint 
Committee  may  be  called  by  the  Chairman,  or,  in 
his  absence,  by  the  Vice-Chairman,  as  occasion 
demands. 

Sec.  7.  The  management  and  the  employes  will 
have  equal  voting  power  and  not  less  than  two- 
thirds  vote  will  be  necessary  to  reach  a decision. 

Sec.  8.  A quorum  of  the  Regional  Joint  Com- 
mittee shall  consist  of  not  less  than  five  (5)  repre- 
sentatives of  the  management  and  five  (5)  repre- 
sentatives of  the  employes. 

Sec.  9.  In  the  event,  at  any  meeting  of  the 
Regional  Joint  Committee,  one  or  more  members 
are  absent  and  their  absence  destroys  the  balance 

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THE  PENNSYLVANIA  RAILROAD 


of  representation  between  the  management  and 
employes,  the  Committee  shall  decide  how  to  re- 
establish that  balance. 

ARTICLE  VIII. 

PROCEDURE  FOR  ADJUSTMENT. 

Section  1.  If  an  employe  is  not  satisfied  with 
the  decision  of  his  superior  officer  on  any  contro- 
versial matter,  he  may  place  same  in  the  hands 
of  the  Local  Committee  of  his  craft,  which  is 
authorized  to  handle  such  matters  on  the  Division 
on  which  the  question  arose. 

Sec.  2.  The  Local  Committee  on  a Division  will 
arrange  to  handle  the  matter  with  the  Division 
Superintendent,  if  said  committee  deems  it  proper. 

Sec.  3.  In  the  event  that  the  Local  Committee 
on  a Division  cannot  effect  a satisfactory  settle- 
ment with  the  Division  Superintendent,  a joint 
submission  will  at  once  be  prepared  showing: 

(1)  Question  at  issue. 

(2)  Joint  statement  of  agreed-upon  facts. 

(3)  Position  of  Local  Committee. 

(4)  Position  of  Division  Superintendent. 

All  joint  submissions  on  individual  craft  matters 
shall  be  signed  by  the  Local  Craft  Chairman. 

A copy  of  this  join!  submission  shall  be  for- 
warded : 

(a)  By  the  Division  Superintendent  to  the  Gen- 
eral Superintendent. 

( b ) By  the  Local  Committee  to  the  Regional 
General  Committee. 

Sec.  4.  The  Regional  General  Committee  may 
handle  matters  coming  from  the  Local  Committees 
before  the  General  Superintendents  and,  failing  a 

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EMPLOYE  REPRESENTATION  ON 


satisfactory  settlement,  a joint  submission  will  at 
once  be  prepared  showing: 

(1)  Question  at  issue. 

(2)  Joint  statement  of  agreed-upon  facts. 

(3)  Position  of  Regional  General  Committee. 

(4)  Position  of  General  Superintendent. 

All  joint  submissions  on  individual  craft  matters 
shall  be  signed  by  the  General  Craft  Chairman. 

A copy  of  this  joint  submission  shall  be  for- 
warded by  the  General  Superintendent  to  the 
General  Manager. 

Sec.  5.  The  Regional  General  Committee  may 
handle  matters  not  satisfactorily  adjusted  with  the 
General  Superintendents  before  the  General  Man- 
ager and,  failing  a satisfactory  settlement,  a joint 
submission  will  at  once  be  prepared  showing: 

(1)  Question  at  issue. 

(2)  Joint  statement  of  agreed-upon  facts. 

(3)  Position  of  Regional  General  Committee. 

(4)  Position  of  General  Manager. 

All  joint  submissions  on  individual  craft  matters 
shall  be  signed  by  the  General  Craft  Chairman. 

A copy  of  this  joint  submission  shall  be  for- 
warded to  the  Secretary  of  the  Regional  Joint 
Committee.  • 

Sec.  6.  Matters  relating  to  the  interpretations 
of  regulations,  that  are  agreed  upon  between  any 
Superintendent,  General  Superintendent  or  the 
General  Manager  and  his  respective  Committee, 
shall  be  referred  directly  to  the  Regional  Joint 
Committee  for  review  in  the  form  of  a joint  sub- 
mission showing: 

(1)  Question  at  issue. 

(2)  Joint  statement  of  agreed-upon  facts. 

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THE  PENNSYLVANIA  RAILROAD 


A copy  of  this  joint  submission  shall  be  for- 
warded by  the  Committee  in  question  to  the  Sec- 
retary of  the  Regional  Joint  Committee  for  promul- 
gation to  all  members  of  said  Committee. 

Sec.  7.  Matters  relating  to  interpretations  of 
regulations,  where  no  interpretations  have  been 
given  by  the  Regional  Joint  Committee,  and  where 
there  is  a disagreement  between  any  Superinten- 
dent, General  Superintendent  or  the  General 
Manager  and  his  respective  Committee,  shall  be 
referred  directly  to  the  Regional  Joint  Committee 
for  decision  in  the  form  of  a joint  submission 
showing : 

(1)  Question  at  issue. 

(2)  Joint  statement  of  agreed-upon  facts. 

(3)  Position  of  the  Committee  in  question. 

(4)  Position  of  Superintendent  or  General  Sup- 
erintendent in  question  or  the  General  Manager. 

A copy  of  this  joint  submission  shall  be  for- 
warded by  the  Committee  in  question  to  the  Sec- 
retary of  the  Regional  Joint  Committee  for  promul- 
gation to  all  members  of  said  Committee. 

Sec.  8.  The  Regional  Joint  Committee  shall 
handle  matters  referred  to  it,  as  provided  in 
Sections  5,  6 and  7 of  this  article. 

Sec.  9.  In-  case  a decision  is  not  reached  by  the 
Regional  Joint  Committee  not  later  than  subsequent 
bi-monthly  meeting  at  which  the  case  was  first 
brought  up,  further  procedure  will  be  had  as 
determined  upon  at  the  time  of  such  disagreement. 

ARTICLE  IX. 

THE  REGION  COUNCIL. 

Section  1.  The  Chairmen  of  the  Local  Com- 
mittees on  the  Region  shall  constitute  the  Region 
Council. 


[ 83  ] 


EMPLOYE  REPRESENTATION  ON 


Sec.  2.  The  General  Chairman  and  Vice-Gen- 
eral Chairman  of  the  Regional  General  Committee 
shall  act  in  their  respective  capacities  as  officers 
of  the  Region  Council.  The  General  Craft  Chair- 
men shall  preside  at  meetings  of  their  respective 
crafts. 

Sec.  3.  The  Region  Council  shall  meet  at  the 
call  of  its  Chairman  when,  in  his  judgment,  the 
occasion  demands  or  when  he  is  instructed  to  do 
so  by  a majority  vote  of  the  Regional  General 
Committee.  A stated  meeting  of  the  Region  Coun- 
cil shall  be  held  for  the  purpose  of  electing  a 
General  Chairman  and  General  Craft  Chairmen 
on  the  third  Tuesday  in  June  of  each  odd  num- 
bered year  beginning  with  1923. 

Sec.  4.  The  Region  Council,  through  the  Gen- 
eral Chairman  and  General  Craft  Chairmen,  shall 
conduct  the  negotiations  with  the  management  cov- 
ering changes  in  rates  of  pay  or  working  condi- 
tions and  act  upon  such  other  matters  as  may  from 
time  to  time  be  referred  to  it. 

Sec.  5.  A quorum  of  the  Region  Council  shall 
consist  of  not  less  than  a majority  of  the  members 
thereof. 

ARTICLE  X. 

CENERAL. 

Section  1.  In  all  cases  where  a meeting  of  a 
committee  is  scheduled  for  a certain  day  and  that 
day  is  a holiday,  the  day  immediately  following 
shall  be  substituted. 

Sec.  2.  Unless  otherwise  specified,  terms  of 
Local  Committeemen  shall  date  from  the  third 
Tuesday  in  May,  beginning  with  the  year  1925. 

Sec.  3.  Matters  may  be  referred  to  the  various 
committees  by  officials  of  the  company. 

[ 84  ] 


THE  PENNSYLVANIA  RAILROAD 


Sec.  4.  It  is  understood  and  agreed  that  each 
representative  shall  be  free  to  discharge  his  duties 
in  an  independent  manner  without  fear  that  his 
individual  relations  with  the  company  may  be 
affected  in  the  least  degree  by  any  action  taken  by 
him  in  good  faith  in  his  representative  capacity. 

Sec.  5.  Local  Committees  and  the  Regional 
General  Committee  shall  give  the  respective  com- 
pany officers  with  whom  they  meet  not  less  than 
five  (5)  days’  notice  of  matters  they  wish  to  handle 
with  said  company  officers  and,  in  a like  manner, 
all  company  officers  shall  give  not  less  than  five 
(5)  days’  notice  of  matters  they  wish  to  handle 
with  said  committees. 


ARTICLE  XI. 

AMENDMENTS. 

Section  1.  Amendments  to  these  By-Laws  may 
be  made  by  the  Regional  Joint  Committee  after 
thirty  (30)  days’  notice  of  the  proposed  amend- 
ments has  been  given  to  members  of  said  Com- 
mittee. 

Sec.  2.  Amendments  to  these  By-Laws  may  be 
proposed  by  any  member  of  the  Regional  Joint 
Committee,  by  the  Regional  General  Committee, 
any  Local  Committee,  or  by  petition  of  any  fifty 
(50)  members  of  this  association  to  the  Regional 
Joint  Committee. 


These  By-Laws  shall  regulate  the  relations 
between  the  management  of  the  Pennsylvania  Rail- 
road System,  Eastern  Region,  and  the  members  of 

[ 85  ] 


EMPLOYE  REPRESENTATION  ON 


this  association  on  and  after  October  22,  1923,  and 
shall  continue  in  full  force  and  effect  until  changed 
as  provided  in  Article  XI. 


For  the  Management: 


For  the  Employes: 


C.  S.  Krick, 


T.  H.  Davis, 


General  Manager. 


General  Chairman. 


I.  L.  Fleming, 

General  Chairman. 
Blacksmiths. 

John  J.  McBride, 

General  Chairman, 
Machinists. 

W.  W.  Cline. 

General  Chairman. 
Boilermakers. 

P.  M.  Hughes, 


E.  C.  Arnold, 

General  Chairman, 
Sheet  Metal  Workers. 

E.  R.  Snyder. 

General  Chairman, 
Carmen. 


General  Chairman. 
Electrical  Workers. 


THE  PENNSYLVANIA  RAILROAD 


Copy  of 

Memorandum  of  Understanding  Covering  Method 
to  be  Followed  in  the  Handling  of  Questions 
Between  the  Pennsylvania  System 
Management  and  its  Employes 
in  Engine  and  Train 
Service. 

Preamble  : 

1.  The  outline  of  the  method  in  which  contro- 
versial matters  are  to  be  handled  as  given  below 
is  for  the  purpose  of  expeditious  adjustment  of 
matters  presented,  to  the  end  that  there  may  be  a 
satisfied  spirit  among  the  officers  and  employes, 
and  it  is  important,  therefore,  that  so  far  as  is 
possible,  decisions  will  be  reached  at  the  time  of 
meeting,  such  decision  to  be  confirmed  in  writing 
as  promptly  thereafter  as  is  possible. 

2.  This  plan  for  handling  schedule  and  other 
matters  can  be  successful  only  by  full  and  con- 
scientious co-operation  on  the  part  of  both  the 
Management  and  the  employes,  and  it  is  expected 
that  when  questions  are  presented  for  disposition 
that  the  spirit  of  absolute  fairness  will  be  the 
factor  in  adjusting  these  matters. 


DIVISIONAL  HANDLING. 

Monthly  Meetings — Superintendent  and  Local 
Chairmen  : 

3.  Each  Division  Superintendent  will  hold  joint 
monthly  meetings  with  the  Local  Chairmen  repre- 
senting the  Engineers,  Firemen,  Hostlers,  Conduc- 
tors, Trainmen  and  Switchtenders,  for  the  purpose 
of  disposing,  if  possible,  of  all  controversial  matters 
arising  on  the  division,  and  these  matters  may  be 

[ 87  1 


EMPLOYE  REPRESENTATION  ON 


placed  before  the  meeting  by  either  the  employes 
or  the  Superintendent. 

4.  The  Local  Chairmen  will  furnish  the  Super- 
tendent  not  less  than  five  days  in  advance  of  the 
meeting  a list  of  the  questions  they  desire  to  discuss 
and  the  Superintendent  will  likewise  advise  all 
Local  Chairmen  not  less  than  five  days  in  advance 
of  the  meeting  of  the  questions  he  desires  to  have 
discussed. 

Schedule — Method  of  Handling  When  There 
is  no  Disagreement: 

5.  Questions  relating  to  schedule  matters  which 
are  discussed  and  agreed  upon  between  the  Super- 
intendent and  Local  Chairmen  will  be  placed  in 
effect  at  once  and  referred  by  them  to  the  Joint 
Reviewing  Committee  immediately  for  review  with 
a joint  statement  prepared  by  the  Superintendent 
and  Local  Committee  stating  the  case  at  hand  and 
giving  their  reasons  for  such  agreement.  Copies 
of  this  joint  submission  will  be  furnished  the 
Local  Chairman,  the  General  Superintendent  and 
the  General  Manager. 

Schedule — Method  of  Handling  When  There  is 

Disagreement: 

6.  In  cases  where  the  Superintendent  and  Local 
Committee  are  not  agreed  that  the  language  of  a 
schedule  rule  exactly  covers  the  situation  at  hand, 
and  there  having  been  no  interpretation  placed 
on  same  by  the  joint  Reviewing  Committee,  they 
will  at  once  prepare  and  refer  to  the  Joint  Review- 
ing Committee  for  decision  a joint  submission 
showing:  (1)  joint  statement  of  agreed-upon  facts; 
(2)  position  of  Committee;  (3)  position  of  Super- 
intendent. Copies  will  be  furnished  the  Local 
Chairman,  General  Superintendent  and  General 
Manager. 


[ 88  ] 


THE  PENNSYLVANIA  RAILROAD 


Interpretations  of  Schedule — Method  of  Han- 
dling When  There  is  Disagreement: 

7.  In  cases  where  the  Superintendent  and  Local 
Committee  are  not  agreed  that  an  interpretation 
that  has  been  placed  on  a Rule  by  the  Joint 
Reviewing  Committee  exactly  covers  the  situation 
at  hand,  a joint  statement  will  at  once  be  prepared 
by  the  Superintendent  and  the  Local  Chairman 
showing:  (1)  joint  statement  of  agreed-upon  facts; 

(2)  position  of  Local  Chairman  or  Committee; 

(3)  position  of  Superintendent.  Copies  of  this 
joint  submission  will  be  furnished  the  Superinten- 
dent and  Local  Chairman.  If  further  action  is 
taken  on  the  case  it  will  be  with  the  General 
Superintendent. 


Discipline  Appeals— Method  of  Handling: 

8.  Discipline  matters  subject  of  appeal  by  Local 
Chairman  will  be  handled  in  accordance  with 
schedule  regulations,  or  may  be  handled  at  the 
monthly  meetings  providing  the  employe  involved 
has  complied  with  the  regulations  covering  the 
method  of  appeal  from  discipline. 

9.  In  the  event  the  Local  Chairman  is  not 
satisfied  with  the  decision  of  the  Superintendent 
on  a'  discipline  case,  joint  statement  will  at  once 
be  prepared  by  the  Superintendent  and  the  Local 
Chairman  showing:  (1)  joint  statement  of  agreed- 
upon  facts;  (2)  position  of  Local  Chairman  or 
Committee;  (3)  position  of  Superintendent. 
Copies  of  this  joint  submission  will  be  furnished 
the  Superintendent  and  Local  Chairman.  If 
further  action  is  taken  on  the  case  it  will  be  with 
the  General  Superintendent. 

Note. — In  discipline  cases  arising  on  the  Phila- 
delphia Terminal  Division  and  the  Pittsburgh 
Terminal  Division  appeal  from  the  decision  of  the 
Superintendent  will  be  made  by  the  General  Chair- 

[ 89  ] 


EMPLOYE  REPRESENTATION  ON 


man  to  the  General  Manager.  In  discipline  cases 
arising  at  Altoona  Works  appeals  from  the  decision 
of  the  Works  Manager  will  be  made  to  the 
Works  Manager  as  General  Manager  by  the 
General  Chairman. 

Other  Than  Schedule  and  Discipline  Matters — 
Method  of  Handling: 

10.  In  addition  to  schedule  and  discipline  mat- 
ters, all  other  controversial  questions  will  be 
handled  at  the  Superintendent’s  monthly  meeting. 
In  case  Local  Chairman  or  Committee  is  not  satis- 
fied with  the  Superintendent’s  decision,  joint  sub- 
mission will  be  made  in  the  same  form  as  outlined 
in  Paragraph  9. 

GENERAL  DIVISIONAL  HANDLING. 

Monthly  Meetings — General  Superintendent 
and  General  Chairmen: 

11.  Each  General  Superintendent  will  hold  joint 
monthly  meetings  with  the  General  Chairmen 
representing  the  Engineers,  Firemen,  Hostlers, 
Conductors,  Trainmen  and  Switchtenders  for  the 
purpose  of  disposing,  if  possible,  of  all  contro- 
versial matters  referred  to  him  by  the  General 
Chairmen  and  upon  which  the  Superintendent  and 
the  Local  Chairmen  have  been  unable  to  agree. 
Questions  for  discussion  will  be  referred  to  the 
General  Superintendent  by  the  General  Chairmen 
not  less  than  five  days  in  advance  of  meeting  and 
the  General  Superintendent  will  likewise  furnish 
the  General  Chairmen  a list  of  questions  he  desires 
to  discuss  not  less  than  five  days  in  advance  of 
meeting. 

Other  Than  Schedule  Matters — Method  of 
Handling: 

12.  In  the  event  the  General  Chairman  is  not 
satisfied  with  the  decision  of  the  General  Super- 
intendent on  any  controversial  matters,  other  than 

[ 90  ] 


THE  PENNSYLVANIA  RAILROAD 


schedule  matters,  referred  to  the  General  Super- 
intendent by  the  General  Chairman,  such  cases  will 
at  once  be  jointly  referred  by  the  General  Superin- 
tendent and  the  General  Chairman  to  the  General 
Manager  giving:  (1)  joint  statement  of  agreed- 
upon  facts;  (2)  position  of  Committee;  (3)  position 
of  General  Superintendent.  Copies  of  this  joint 
submission  will  be  furnished  the  General  Chairman. 

Schedule — Method  of  Handling  When  There  is 

No  Disagreement: 

13.  Questions  relating  to  schedule  matters  which 
are  discussed  and  agreed  upon  between  the  General 
Superintendent  and  the  General  Chairmen  will 
be  placed  in  effect  at  once  and  referred  by  them 
to  the  Joint  Reviewing  Committee  immediately 
for  review  with  a joint  statement  prepared  by  the 
General  Superintendent  and  General  Committee, 
stating  the  case  and  giving  their  reasons  for  such 
agreement.  Copies  of  this  joint  submission  will 
be  furnished  the  General  Chairman  and  the 
General  Manager. 

Interpretations  of  Schedule — Method  of  Han- 
dling When  There  is  Disagreement: 

14.  In  cases  where  the  General  Superintendent 
and  General  Committee  are  not  agreed  that  an 
interpretation  that  has  been  placed  on  a rule  by  the 
Joint  Reviewing  Committee  exactly  covers  the  situ- 
ation, a joint  statement  will  at  once  be  prepared 
by  the  General  Superintendent  and  the  General 
Chairman  and  referred  to  the  General  Manager 
giving:  (1)  a joint  statement  of  agreed-upon  facts; 
(2)  position  of  Committee;  (3)  position  of  General 
Superintendent.  Copy  of  this  joint  submission  will 
be  furnished  the  General  Chairman. 

[ 91  ] 


EMPLOYE  REPRESENTATION  ON 


REGIONAL  HANDLING. 

Monthly  Meetings  — General  Manager  and 
General  Chairmen: 

15.  Each  General  Manager  will  hold  joint 
monthly  meetings  with  the  General  Chairmen  repre- 
senting the  Engineers,  Firemen,  Hostlers,  Conduc- 
tors, Trainmen  and  Switchtenders  for  the  purpose 
of  disposing,  if  possible,  of  all  questions  which 
have  been  submitted  to  him  by  the  General  Chair- 
men as  a result  of  disagreeing  with  decisions  of 
the  General  Superintendent.  General  Chairmen 
will  furnish  the  General  Manager  not  less  than 
five  days  before  meeting,  a list  of  subjects  to  be 
discussed  and  the  General  Manager  will  likewise 
furnish  list  to  the  General  Chairmen  not  less 
than  five  days  before  meeting,  of  questions  he 
desires  to  discuss. 

Schedule  and  Other  Matters — Method  of  Han- 
dling When  There  is  Disagreement: 

16.  All  controversial  matters,  including  those 
referred  to  in  Paragraph  7,  which  have  been 
appealed  to  the  General  Manager  as  a result  of 
the  General  Superintendent  and  General  Commit- 
tee not  being  able  to  arrive  at  a common  under- 
standing will,  if  not  disposed  of  between  the 
General  Manager  and  the  General  Chairmen,  be 
referred  by  them  to  the  Joint  Reviewing  Committee 
for  decision,  giving:  (1)  joint  statement  of  agreed- 
upon  facts;  (2)  position  of  Committee;  (3)  posi- 
tion of  General  Manager.  Copies  of  this  joint 
submission  will  be  furnished  the  General  Chairman. 

Schedule — Method  of  Handling  When  There  is 
No  Disagreement: 

17.  Questions  relating  to  schedule  matters  which 
are  discussed  and  agreed  upon  between  the  General 
Manager  and  the  General  Chairmen  will  be  placed 

[ 92  ] 


THE  PENNSYLVANIA  RAILROAD 


in  effect  at  once  and  be  referred  by  them  immedi- 
ately to  the  Joint  Reviewing  Committee  for  review 
with  a joint  statement  prepared  by  the  General 
Manager  and  the  General  Committee  stating  the 
case  and  giving  their  reasons  for  such  agreement. 
Copies  of  this  joint  submission  will  be  furnished 
the  General  Chairman. 


JOINT  REVIEWING  COMMITTEE. 

Interpretations— Promulgation  of: 

18.  Interpretations  of  schedule  matters  made  by 
the  Joint  Reviewing  Committee  will  be  promul- 
gated to  all  interested  railroad  officers.  A suffi- 
cient number  of  copies  of  these  interpretations  will 
be  furnished  the  General  Chairmen  for  distribution 
to  their  Local  Chairmen. 


SCHEDULE  OF  MONTHLY  MEETINGS. 

19.  The  schedule  of  monthly  meetings  for  the 
purpose  of  carrying  out  the  provisions  set  forth 
above  will  be  arranged  so  as  to  afford  the  General 
Chairmen  sufficient  latitude  to  satisfactorily  cover 
the  schedule  of  meetings  and  to  the  end  that  the 
cases  may  be  carried  through  monthly  meetings 
to  the  Joint  Reviewing  Committee,  if  necessary, 
without  delay. 


MAKE-UP  OF  JOINT  REVIEWING 
COMMITTEE. 

20.  The  Joint  Reviewing  Committee  shall  con- 
sist, for  the  Management,  of  two  representatives 
from  each  Region  of  the  System;  for  the  employes, 
the  General  Chairmen  of  the  Engine  and  Train 
Service  Employes  which,  as  at  present  constituted, 
consists  of  nine  (9)  members. 

[ 93  ] 


EMPLOYE  REPRESENTATION  ON 


METHOD  TO  BE  FOLLOWED  BY  JOINT 
REVIEWING  COMMITTEE. 

21.  In  all  matters  other  than  discipline  the  entire 
Committee  will  sit. 

22.  In  cases  of  discipline  the  representatives  of 
the  Management  in  the  Region  where  the  case 
arises,  together  with  the  representatives  of  the 
employe  involved  in  that  Region  where  the  case 
arises,  will  not  sit  on  the  Committee  but  will 
present  the  case  to  the  remaining  members  of  the 
Committee,  who  will  hear  and  determine  the  matter 
at  issue. 

23.  The  Management  and  the  employes  will 
have  equal  voting  power  and  not  less  than  a two- 
thirds  vote  will  be  necessary  to  reach  a decision. 

24.  In  case  a decision  is  not  reached  by  the 
Joint  Reviewing  Committee  not  later  than  subse- 
quent monthly  meeting  at  which  the  case  was  first 
brought  up,  further  procedure  will  be  had  as  deter- 
mined upon  at  the  time  of  such  disagreement. 

25.  Meeting  place  of  the  Joint  Reviewing  Com- 
mittee will  be  fixed  from  time  to  time  by  the 
Committee. 

The  Joint  Reviewing  Committee  will  begin  at 
once  to  function  on  all  questions  submitted  except 
interpretations  of  schedules,  and  will  function  on 
schedule  interpretations  when  the  System  schedules 
are  completed. 

The  foregoing  becomes  effective  January  1,  1921, 
and  shall  remain  in  full  force  and  effect  until  after 
thirty  days’  notice  has  been  given  by  either  party 
to  the  other  of  a desire  to  change. 

[ 94  ] 


THE  PENNSYLVANIA  RAILROAD 


For  the  Management: 


For  the  Employes: 


C.  S.  Krick, 

General  Manager, 
Eastern  Region. 

R.  E.  McCarty, 

General  Manager, 
Central  Region. 

T.  B.  Hamilton, 

General  Manager, 
Northwestern  Region. 

I.  W.  Geer, 

General  Manager, 
Southwestern  Region. 

P.  F.  Smith,  Jr., 

Altoona  Works  Manager. 


Wm.  Park, 

General  Chairman, 
B.  of  L.  E. 

H.  R.  Karns, 

General  Chairman, 
B.  of  L.  E. 

Hugo  W.  Pfenning, 

General  Chairman, 
B.  of  L.  E. 

S.  C.  Cowen, 

General  Chairman, 
O.  R.  C. 

W.  T.  Saul, 

General  Chairman, 
O.  R.  C. 

H.  E.  Core, 

General  Chairman, 
B.  of  L.  F.  & E. 

D.  D.  Miller, 

General  Chairman, 
B.  of  L.  F.  & E. 

R.  A.  Knoff, 

General  Chairman, 
B.  of  R.  T. 

C.  E.  Musser, 

General  Chairman, 
B.  of  R.  T. 


December  29,  1920. 


[ 95  J 


i 


